Thinking in Systems
Short, plain, and the reason I look for the feedback loop before I look for the person who made the mistake.
Stocks, flows, delays, and the leverage points where an intervention actually changes behaviour. Meadows writes plainly and without jargon, which makes the ideas harder to hide behind.
The idea I took
Behaviour follows structure. If a team keeps producing the same outcome, the structure is producing it, and replacing the people will produce it again. The leverage points are ordered from weakest to strongest, and almost every intervention organisations reach for first sits near the weak end.
Where it stops
It is a way of seeing rather than a method. It will make you better at diagnosis and no faster at getting a decision through a steering committee.