Leverage Points In Increasing Order Of Effectiveness
Download as PPT, PDF0 likes735 views
This document outlines leverage points for effecting change in systems, ranked from least to most effective. The most minor leverage points are parameters and numbers in the system, while the most powerful are the mindset or goals that drive a system. The document recommends transcending paradigms by remaining unattached to any single way of viewing a system, as no one paradigm can fully capture its dynamics.
Leverage Points In Increasing Order Of Effectiveness
- 1. Leverage Points in increasing order of effectiveness
- 2. Numbers Parameters in the system They can be important – rarely Critical exceptions – when numbers go over a range and kick start other variables Length of delay is a high leverage point (especially for negative feedback loop)
- 3. Material stock and flow Changing the size of the stock (buffer). Physical limitation to changing this. High buffer means stable system.
- 4. Regulating negative feedback loop Information and control part of the system. Do not strip away negative feedback loops. Strengthen the negative feedback loop by finding the combination of parameters and links.
- 5. Driving Positive Feedback loops Check for rates where the more you have of something, the more you get. Chaotic behavior happens when changes happen much too fast for the negative feedback loop. Look for success to the successful loop.
- 6. Information Flows Restore missing feedback information. Human beings tend to avoid accountability, thus very few feedback in a system. Unpopular for the powers that be.
- 7. Change the rules of the system Add incentives, punishments, and constraints Rules change behavior
- 8. The Power of self-organization This means adding or deleting new physical structure, adding or deleting negative or positive loops, or information flows or rules. This means changing any aspect using any of the previous items. Change the system by changing ourselves.
- 9. Goals of the system Identify the goals of the system, not just the negative feedback. The goals of the system drives pressure on the other items in the list.
- 10. Mindset or paradigm of the system Paradigms are the sources of systems. To change paradigms, go out of the system and see it as a whole. Paradigms are shared ideas in the mindset of society. The great unstated assumption.
- 11. Transcend Paradigms Be unattached to paradigms. No paradigm is true.