1. Leverage Points Michael Goodman, David Stroh

2. Fixes that Backfire: Interventions ??? B D X A Quick Fix Problem Symptom C X Root Cause of Problem X Unintended Consequences E • Increase awareness of the unintended consequences • Test and update mental models • Identify and address the root cause of the problem • Implement a different fix • Implement the same fix without the negative consequences Michael Goodman, David Stroh

3. Quick Fix - Works in the short-run and is quicker and/or easier to do than the long term solution B B Problem Symptom or Pressure Side Effect — that makes it R EASIERto do the long term solution B Long Term Solution -- Harder to do and/or takes longer, but would be effective in long-run Shifting the Burden: Interventions • Challenge assumptions underlying the need for the quick fix. Show negative effects and reduce its use. • Establish vision that makes the long-term solution desirable and natural. Do not justify the long-term solution on the basis of the problem symptom. • Determine if you can implement the quick fix in such a way as to build towards vs. undermine the long-term solution. ??? 1 X 3 X 2 Desired Vision 2 Michael Goodman, David Stroh

4. Limits to Success: Interventions Investment to Relax Limits Limits or Constraint on R3 Resources Generated Performance • Anticipate limits to your success. • Remember: nothing grows forever. • Use resources generated by • the initial success to invest in • relaxing the limits before they • become a problem. • Build a new engine of success (R3) • as your initial engine (R1) slows • down. Delay Condition or Growing Constraining R1 B2 Action Performance Action Virtuous Limiting Cycle Process Michael Goodman, David Stroh

5. Accidental Adversaries: Interventions • Get together and understand the whole picture. • Reaffirm the intent of the partnership and acknowledge the damage that was done was unintentional. • Strengthen your mutual understanding of each other’s needs and the criteria by which each of you defines success. • Support your partner’s success as well as your own. Michael Goodman, David Stroh