What does it really take to bring about change in complex social systems? When you are in the midst of the consequences of the climate crisis, social gaps or resource waste, it is easy to feel that huge changes are required. But what if the solution is not always to do more, but to do the right things in the right place in the system?
This is where Donella Meadows’ pioneering work with Leverage Points comes in. A method that helps us see where we should push to create the most impact.
Changing systems from the inside
Donella Meadows, systems researcher and author of Limits to Growth, among others, saw it as crucial to understand the structures behind problems. She described that systems often keep themselves alive. They restore their patterns despite changes. But certain points in the system have an unusual power. She called them “leverage points”, levers, and ranked them in twelve levels, from the least to the most powerful.
The beauty is that we do not have to change entire systems at once. What is required is insight into where we can make a difference. Levers provide us with guidance in this work.
The 12 Leverage Points, from surface to depth
Meadows described 12 levels of influence in a system. The lower ones are technical, the upper ones are existential, but the higher up, the more powerful the change becomes:
- Constants, parameters, numbers
Here we change something simple, e.g. a tax, a subsidy, a percentage. The effect is often small and temporary. Example: increasing a subsidy for recycling. - The size of buffers and stocks
These can be stocks of energy, water, resources. Buffers create stability, but changes are often sluggish. Example: larger water reservoirs for droughts. - The structure of material flows and physical networks
Who can move where? What can be transported? Changing infrastructure is costly, but sometimes necessary. Example: cycle paths, electricity grids or public transport systems. - Time delays in the system
How long does it take for effects to appear? The more we understand and adjust for delays, the more we can avoid overreactions. Example: climate action takes decades to produce results. - The strength of negative feedback loops
These keep systems stable, such as thermostats or emissions regulations. Strengthening these can make systems more resilient. - The strength of positive feedback loops
Here, change accelerates, such as when a trend goes viral or emissions increase temperature, melting ice causes even more warming. These can create exponential development, in the right or wrong direction. - Information flows
Changing who has information, when and how, can redistribute power and enable new behaviors. Example: giving consumers traceability in clothing chains. - Rules and incentives
Legislation, punishments and rewards control much of human behavior. A changed regulatory framework can create new conditions. - The self-organization of the system
Can the system learn, adapt, renew itself? Stimulating innovation and local problem solving strengthens resilience. - The system’s goal
If the goal is growth, then everything is adjusted accordingly. If the goal is changed to well-being, the whole logic can shift. Example: from GDP to quality of life as an indicator. - The system’s paradigm or belief system
Here are the deepest convictions. Such as the belief in constant growth, human dominance over nature, or individualism. Changing the paradigm takes time, but it changes everything. - The ability to question the paradigm
The ultimate lever is to be aware that even our belief systems are optional – and that we can create new ones.
Leverage Points and five areas of system innovation
We often describe five areas where we need to think and act in systems:
- Sustainable value-creating flows. Here, levers can help us change goals (e.g. from sales to sustainable use) and information flows (e.g. traceability).
- Infrastructure for the future. Buffers, flows and rules in physical planning.
- Resilience in social systems. Negative feedbacks and self-organization are keys.
- Norms and behaviors. Here we work with paradigm shifts and goals.
- Organizing for transformation. Changing rules, incentives and information flows enables collaboration.
How the method complements other system tools
Where Systems Mapping visualizes how systems are interconnected and Three Horizons puts change in a time perspective, Leverage Points helps us know where in the map we should focus. It is like combining a map (mapping), a compass (three horizons) and the surgeon’s precision (leverage points).
Together, these tools create powerful platforms for systemic change – not by doing more, but by doing it right.
A concrete method for using Leverage Points
- Map the system
Start with an overview of actors, relationships and flows. - Identify problem areas and symptoms
What is not working? - Explore the 12 levels
Analyze what can be changed at each level, from parameter level to paradigm shift. - Prioritize high leverage
Combine quick actions (low leverage) with long-term systemic impact (high levers). - Design change strategies
Design projects, policy proposals or collaborations aimed at the most powerful levers.
Example
From linear textile chain to circular value ecosystem
A textile company wants to leave a linear, disposable model and develop a circular system. Leverage Points identify:
- The paradigm is growth = more garments sold. It must be changed to a long lifespan per product.
- Information flows about where, how and by whom the garments are used and discarded are missing.
- There are no incentives to design for reuse or sharing.
By addressing goals, information flows and rules – rather than just production – the logic of the entire system changes. From linear chain to regenerative ecosystem.
Smart changes at the right point
System innovation is not a question of working harder, but of working smarter and, above all, deeper. Donella Meadows reminds us that we have the power to change our systems. Not just through technology, but through our thoughts, goals, and beliefs.
Leverage Points is the tool to find exactly where to start.
Want to change the world? Start by finding the leverage.
