Donella Meadows, Leverage Points: Places to Intervene in a System, The Solutions Journal, Volume 1, Issue 1, January 2010, Pages 41-49 ( Abstract: Solutions Classic How do we change the structure of systems to produce more of what we want and less of that which is undesirable? After years of working with corporations on their systems problems, 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 to systems analysis—it’s embedded in legend: the silver bullet, the miracle cure, the secret passage, the magic password, the nearly effortless way to cut through or leap over huge obstacles. We not only want to believe that there are leverage points, we want to know where they are and how to get our hands on them. Leverage points are points of power. But Forrester goes on to point out that although people deeply involved in … Topics: Resilience; Sustainability