MIT’s Jay Forrester likes to say that the average manager can define the current problem very cogently, identify the system structure that leads to the problem, and guess with great accuracy where to look for leverage points—places in the system where a small change could lead to a large shift in behavior. This idea of leverage points is not unique

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It is firstly important to know that leverage points are counter-intuitive. Leverage is not found in the centralized points of the greatest manifest power in the system but is found rather in abstraction. By abstraction, we mean shifting up from the manifest observable everyday phenomena to look at information flows and mental models. Understanding... See more