Leveraging system flows for complex change

The Australian Public Service addresses increasingly complex policy problems. There is interest in applying systems theory to such challenges to enable more effective strategies and outcomes. This paper uses examples to offer practical guidance on applying a specific aspect of system thinking: Meadows’ leverage points to shift the system. In doing so, it recommends a revision to the original conceptualisation of leverage points. We argue that feedback loops should not be considered as separate means of exerting leverage, with their inclusion constraining understanding and systems thinking literacy. Points for practitioners To best use system thinking to create better government outcomes involves looking holistically at a system, understanding system stocks and flows, and identifying appropriate leverage points to change system behaviour. Feedback loops are not leverage points but are flows that can be influenced by leverage points to create system change. Hence, we consider there are 10 leverage points that range from lower to higher order of consequence to a system. System goals are powerful leverage points, but their effectiveness can be undermined when inappropriate proxies are used as measures of success

Complex system · Leverage (statistics · Order (exchange · Public policy · Service system · Systems thinking · Big Data and Business Intelligence · Complex Systems and Decision Making

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