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By doing this, systems thinkers can identify so-called leverage points – opportunities for different interventions that might allow the system to shift in a desirable direction. Interventions at the practical end of the spectrum are typically the easiest, but they may not yield the biggest impact if all other conditions remain the same. Conversely, a shift in society or organisational cultures may well be the most impactful change to make, but it is often the most difficult to achieve. For example, our approach towards defining societal progress in terms of economic growth alone has long been challenged as conflicting with our goal of becoming more sustainable. Yet it has proved hard to change due to deeply entrenched economic and social norms. People may have good intentions but often find themselves
caught in a vicious circle where continuously interacting factors disincentivise or prevent them from doing the right thing. The key is to develop ideas that break these cycles and cultivate virtuous circles instead. Ideally, desirable decisions and behaviours reinforce each other, continuing to grow until they reach a social tipping point. Many believe that globally renewable energies have reached such a point, as their economic and environmental benefits have now surpassed the reasons for continuing with fossil fuels. In practice, approaching sustainability issues with a systems thinking mindset requires us to begin with small, experimental steps, and to observe if this begets further change over time. If it does not, it requires careful adjustment, a willingness to reflect and learn from any feedback we
have obtained, and to embrace the dynamic nature of human behaviour. Systems thinking is a complementary skillset, necessary to address all sorts of today’s challenges, not just sustainability. A number of our students at WBS are now applying this approach within their organisations to map systems that are relevant to them and drive change. Systems thinking allows us to better make sense of the world we live in and develop a clearer shared understanding of the problems we collectively face. How we then choose to act is up to us all.
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