Reimagining Leverage Points: Systems Thinking for Collective Intelligence and Co-Creation

Recently, I revisited the concept of the 12 leverage points (LPs)  for intervening in systems—a framework that identifies ways to influence systems through various mechanisms, each with its unique potential for intervention (Meadows, 1997). 

Originated from the idea of self-organization, LPs emphasizes that systems cannot be fully “designed.” Instead, at higher levels, we can create preconditions—or "possibility spaces"—that allow positive change to emerge. What truly matters is learning "how" to operationalize these leverage points in practice.

This led me to think:
How can the engagement of diverse voices and the experimentation with leverage points contribute to enhancing collective intelligence?

Over the past months, I’ve been experimenting the new framework in two different contexts:

Pandemic Preparedness: I noticed a clear gap between theoretical insights and how individuals engage with each other in the problematic context. It became evident that, no matter how well-crafted the theories are, there is no clear boundary between the enablers and barriers. 

Engagement in Energy Transition: We explored how to 'reimagine' leverage points to develop new strategies for community engagement, with a focus on the design and implementation phases. This process highlighted the importance of co-creating value with citizens—drawing on their local knowledge and language to ensure the relevance of the new design items.

Some key lessons:

1️⃣ Shift from static content to dynamic prompts in co-creation: Empower stakeholders to engage by framing their own questions, using action verbs, and participating in discussions that provoke thought and challenge the boundaries of existing systems.
2️⃣ Practice flexibility (zoom in and out) as a vertical culture: readjust the focus and depth of discussions by zooming in on specific leverage points in smaller contexts, and then expanding the conversation to connect insights across different levels or larger scales.
3️⃣ Reintegrate disconnected components: When working with complex systems, components are deeply interconnected. Even in moments of disconnection, they remain linked, either through past experiences or possible futures. This requires continuous adaptions (e.g., through dialogue) to synthesize their interests effectively.
4️⃣ Engage trusted community members: Local leaders and mediatory actors are crucial for engagement (at the community level). However, since these figures can sometimes have one-dimensional perspectives (e.g., biases), including other key voices is essential. Engaging younger members—or even children—can serve as a powerful leverage point for driving meaningful change. 
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