It’s a thought that almost everyone who works with change has had at some point. You see a problem. You think it through. And suddenly the solution seems almost obvious. It could be about the climate, about how organizations should work or about how resources could be used smarter. You see the connection clearly. If people did this instead, something else would happen. But then something strange happens.
Nobody does it.
And then the frustration sets in. Why don’t people understand?
When the solution seems simple
Many ideas start with a fairly rational line of reasoning. You see a clear cause-and-effect relationship. If people consumed less, nature would be better off. If more people shared resources, the economy would be more efficient. If more people used an app to coordinate transportation, traffic would decrease. If more people cycled, cities would be better places to live.
The logic feels clear and almost obvious. If A happens, then B will happen.
The problem is that this line of reasoning almost always only describes a small part of reality. When we see a solution so clearly, it is often because we focus on a specific aspect of the problem and ignore other forces that also affect the system. In practice, there are almost always more layers than what first appears.
Pure logic or technology is rarely the whole solution
Many solutions work perfectly on paper. The problem is that the world does not only consist of technology and logic.
It consists of people, organizations, money, habits and power structures. When all these parts interact, what is usually called complex systems emerge. In such systems, different factors influence each other at several levels and change over time.
In a complex system, it is therefore not enough for a solution to be rational or technically correct. It must also work together with people’s behaviors, organizational goals and economic drivers. This is often where the problems arise. What looks simple in theory turns out to be significantly more complicated in reality.
The business model as a counterforce
A force that is often underestimated is the business model. Organizations do not just act according to what is technically possible or socially desirable. They act according to what works economically.
If a business model has worked for many years, it becomes almost invisible to those who work within it. It becomes a natural part of how the world works. This also means that it can be difficult to imagine a different logic.
Think, for example, of the car industry. If the entire economy is built around people buying their own cars, it is difficult to suddenly switch to a system where people share transportation. Not because the idea is bad, but because it challenges the entire economic structure.
The same applies to many other areas. For many years, we have become accustomed to wanting to own our things. A certain jacket or a certain brand can become a symbol of identity, status or belonging. When we have wanted something for many years, it becomes difficult to think that we should not own these things but share them with others.
Business models thus create both driving forces and counter-forces for change. And these counter-forces are often greater than we first realize.
Deeply rooted behaviors
Another force is human behavior. We humans like to think that we are rational, but in reality, many of our decisions are guided by habits, emotions, and social norms. That is why people can continue with behaviors that they know are harmful. Alcohol, cigarettes, and gambling are clear examples. Even though people know that it may be bad for them, they continue anyway.
Rational logic is therefore not always enough to change behavior.
The same mechanisms also exist in less dramatic situations. We may know that it is better to walk or cycle, but we take the car anyway. We may know that we should eat differently, but we continue with the same habits.
A clear example is traffic at schools. Many parents drive their children to school because there is a lot of traffic around the school and they want the children to be safe. At the same time, it is all the cars that create traffic at the school.
It is not rational.
But it is human. And that is precisely why we often underestimate how strongly behaviors influence systems.
When business models meets behaviors
The really interesting thing happens when business models and human behaviors reinforce each other. When companies build business models that exploit our behavioral patterns, very strong systems arise. A clear example is social media. Many people know that endless scrolling is not always good for them. It can affect concentration, sleep and well-being. At the same time, the platforms are designed to make us stay.
But every extra minute creates more data and more advertising revenue.
Here a system arises where human psychology and business model work in the same direction. When these forces reinforce each other, change becomes much more difficult than it first seems.
The invisible complexity
When you stand outside a system, the solution may seem simple. But when you look closer, you start to see more forces at work.
Economic incentives, habits, social norms, status, infrastructure, and political decisions all play a role. These factors interact and cause people and organizations to act in ways that can sometimes seem irrational.
That’s why change often takes longer than we think. And it’s also why frustration is a common feeling among people working with innovation or social change.
Changing perspectives
Instead of asking why people don’t understand, it can sometimes be more helpful to ask a different question.
What makes the system work the way it does?
When you start analyzing business models, behaviors, and incentives, you suddenly see more parts of the picture. What at first seemed irrational begins to have an explanation. Not always a good explanation. But an understandable one.
Systems thinking is key
When working with complex problems, it’s not enough to understand the technical solution. You also need to understand the system around the solution. What behaviors reinforce the current situation. What business models drive it? What norms make it difficult to change?
When you start thinking this way, something happens. Instead of trying to convince people with logic, you start designing solutions that work with behaviors and economic drivers. That’s often where real change begins.
Not when we ask why people don’t get it.
But when we start to understand why the system works the way it does.
