Learn To Think in Systems: Use System Archetypes to Understand, Manage, and Fix Complex Problems and Make Smarter Decisions (The Systems Thinker Series Book 4) by Albert Rutherford

Author:Albert Rutherford [Rutherford, Albert]
Language: eng
Format: azw3
Published: 2019-01-20T16:00:00+00:00

4. Find Real High-Leverage Intervention Points

High-leverage interventions are changes on a structural level, altering rules and policies, which will ultimately affect decision-making. On our loop diagrams this means adding or cutting some links.

As we discussed, every intervention and change has effects and potential, unintended side effects. When we make meaningful changes, we need to consider these. Try to identify potential threats and undesired consequences in advance, before making the high-leverage change. Try to reformat the change before implementation as a way to already address the identified negative consequences.

There is a regularly occurring problem such as budget overruns or missed deadlines. This problem is often the result of an external pressure such as pressure to cut costs, to meet quality standards, to reduce or stay within budgets, or to stay on a given schedule no matter what.

A solution is applied, and in the short term, the problem goes away or diminishes substantially.

Later there are unforeseen consequences of the solution that either make the original problem worse (e.g., budget overruns are larger or more frequent) or create a related problem (e.g., interim deadlines are met, but final deadlines are now missed).

More of the solution has to be applied or the solution has to be used more and more often to deal with the problem.

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