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Leverage Points: Places to Intervene in a System
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
... See moreDonella H. Meadows • Thinking in Systems: International Bestseller
There are countless places within a complex system to place yourself where what you will do will have almost zero effect; worse than this, the points that look like they have the highest impact initially are often those with the lowest systemic effect.
Donella Meadows • Leverage Points Si Guide Series
David Jeanne on LinkedIn: Systems Archetypes- Places to intervene
linkedin.com
There are no simple rules for finding high-leverage changes, but there are ways of thinking that make it more likely. Learning to see underlying structures rather than events is a starting point; each of the systems archetypes developed below suggests areas of high-and low-leverage change. Thinking in terms of processes of change rather than snapsh
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