TY - JOUR

T1 - ‘Chains of leverage’ as way to identify and foster transformative potential

AU - Riechers, Maraja

AU - Schaal-Lagodzinski, Tamara

AU - Pereira, Laura

AU - Loos, Jacqueline

AU - Fischer, Joern

N1 - Publisher Copyright: © 2025 The Author(s). People and Nature published by John Wiley & Sons Ltd on behalf of British Ecological Society.

PY - 2025

Y1 - 2025

N2 - We propose the framework of ‘chains of leverage’. It is an operationalisation to understand and analyse the transformative potential of social-ecological systems and identify leverage points for sustainability transformations through a concrete four-step approach. Step 1: Analysing the social-ecological system regarding its core elements across system depth. Elements in a system can be situated at different system depths (from shallow to deep) relating to system parameters, feedbacks, designs and intents. Step 2: Highlighting interactions and relationships between these elements across system depth; identifying if the relationship between elements can be categorised as dominant or alternative (suppressed), and if these elements are in contrast with each other; scrutinising the system for destructive elements or events. Step 3: Linking elements to ascertain if there are (coherent) chains of leverage. We define a ‘chain of leverage’ as a situation within a system in which multiple elements across system depths and governance levels have synergistic impact on each other. This step assesses how one type of change in a system might precipitate further changes across different system depths. Hence, we may find sequences of how shallow, mid-level and deep system elements flow on from and reinforce one another, creating a chain of leverage, which may be in conflict with an alternative chain of leverage. Step 4: Identifying leverage points to intervene either to (i) create a coherent chain of leverage that fosters sustainability, (ii) strengthen a currently weak element or chain that fosters sustainability, (iii) deconstruct or disempower existing, unsustainable elements or chains and (iv) eliminate or weaken disruptive elements that can negatively influence the sustainability of the system. Many systems are locked in unsustainable states, and we have yet to find ways to shift onto pathways for sustainability. The framework of chains of leverage can facilitate such a shift through helping to understand a system's transformative potential and to identify a coherent set of leverage points for sustainability transformation. Read the free Plain Language Summary for this article on the Journal blog.

AB - We propose the framework of ‘chains of leverage’. It is an operationalisation to understand and analyse the transformative potential of social-ecological systems and identify leverage points for sustainability transformations through a concrete four-step approach. Step 1: Analysing the social-ecological system regarding its core elements across system depth. Elements in a system can be situated at different system depths (from shallow to deep) relating to system parameters, feedbacks, designs and intents. Step 2: Highlighting interactions and relationships between these elements across system depth; identifying if the relationship between elements can be categorised as dominant or alternative (suppressed), and if these elements are in contrast with each other; scrutinising the system for destructive elements or events. Step 3: Linking elements to ascertain if there are (coherent) chains of leverage. We define a ‘chain of leverage’ as a situation within a system in which multiple elements across system depths and governance levels have synergistic impact on each other. This step assesses how one type of change in a system might precipitate further changes across different system depths. Hence, we may find sequences of how shallow, mid-level and deep system elements flow on from and reinforce one another, creating a chain of leverage, which may be in conflict with an alternative chain of leverage. Step 4: Identifying leverage points to intervene either to (i) create a coherent chain of leverage that fosters sustainability, (ii) strengthen a currently weak element or chain that fosters sustainability, (iii) deconstruct or disempower existing, unsustainable elements or chains and (iv) eliminate or weaken disruptive elements that can negatively influence the sustainability of the system. Many systems are locked in unsustainable states, and we have yet to find ways to shift onto pathways for sustainability. The framework of chains of leverage can facilitate such a shift through helping to understand a system's transformative potential and to identify a coherent set of leverage points for sustainability transformation. Read the free Plain Language Summary for this article on the Journal blog.

KW - SDGs

KW - social-ecological systems

KW - sustainability management

KW - transformative change

KW - transition

KW - visions

KW - Environmental planning

KW - Environmental Governance

UR - http://www.scopus.com/inward/record.url?scp=105016210526&partnerID=8YFLogxK

U2 - 10.1002/pan3.70144

DO - 10.1002/pan3.70144

M3 - Journal articles

AN - SCOPUS:105016210526

JO - People and Nature

JF - People and Nature

SN - 2575-8314

ER -