A Systems Thinking Approach to identify Leverage Points for Sustainability: A Case Study in the Cat Ba Biosphere Reserve, Vietnam

Abstract

The nature and practice of sustainability is very complex, multi‐dimensional and dynamic. Traditional and reductionist approaches have shown their inability to address sustainability issues. Increasing complex issues and challenges related to sustainability requires a fresh approach to address the multi‐dimensional and multi‐disciplinary nature of complexity. In this paper, systems thinking is used in a case study in a UNESCO designated Biosphere Reserve to demonstrate its application to effectively address complex and sustainability issues. A systems model has been developed, and various tools, processes and techniques of systems thinking have been used in the study. The systems model and its associated systems archetypes are qualitatively analysed to provide insights into potential system behaviour and to facilitate the identification of leverage points and systemic intervention strategies that are required for the sustainable development of the Biosphere. The unique approach used in this study has significant potential to apply globally considering the comprehensive network of Biosphere Reserves around the world, as well as the various sustainability and other complex issues that our society is facing. Copyright © 2012 John Wiley & Sons, Ltd.

Integrating Affective Engagement into Systems Engineering Education

“…Systems thinking must be developed in the affective domain in order that the depth of that learning can be understood and assessed. Based on the four levels of thinking model [40], systems thinking can be described by four distinct but closely related levels: events or symptoms; patterns of behaviors; systemic structures; and mental models [40,41]. Events or symptoms are the most visible yet shallowest level of reality, and mental models reflect the deepest and most profound assumptions, norms, and motivations [41].…”

“…The first level, events and symptoms, although representing only the 'tip of the iceberg', are the level at which most decisions and interventions occur [41]. This is because events or symptoms are the most visible part of day-to-day reality, which often seems to require immediate attention and action [41].…”

“…This is because events or symptoms are the most visible part of day-to-day reality, which often seems to require immediate attention and action [41]. The second level of thinking is patterns, where a larger set of events, or data Page 26.985.9…”

“…points, are linked to create a 'story' [41]. The next level of thinking is systemic structures, which reveal how the patterns and components of the system as a whole relate to, and affect, each other [41].…”

“…The next level of thinking is systemic structures, which reveal how the patterns and components of the system as a whole relate to, and affect, each other [41]. This represents a much deeper level of thinking that can show how the interplay of different factors brings about the outcomes we observe [40].…”