The document discusses wicked problems and leverage points for addressing them. It provides context on wicked problems and defines leverage points according to Donella Meadows. It then uses the Peloton case study in Finland as an example of identifying leverage points. The Peloton process targeted several leverage points, including creating new infrastructure to enable sustainable lifestyles, linking wicked problems to everyday practices, demonstrating economic benefits, improving feedback channels, revising policies, forming new stakeholder groups, and creating new motivations. The overall aim was to transition from addressing today's wicked problems by operationalizing leverage points to achieving a more sustainable future.

1. Wicked problems and their leverage points
Aleksi Neuvonen
Demos Helsinki
www.demos.fi
aleksi.neuvonen@demos.fi
Twitter: @leksis

2. ‣
Wicked problems and leverage points
‣
Gatekeepers as a leverage point, case Peloton

3. Wicked problems definition by Jeff Conklin
‣
The problem is not understood until after the formulation of a
solution.
‣
Wicked problems have no stopping rule.
‣
Solutions to wicked problems are not right or wrong.
‣
Every wicked problem is essentially novel and unique.
‣
Every solution to a wicked problem is a 'one shot operation'
‣
Wicked problems have no given alternative solutions.
‣

4. World3 model from The Limits to
Growth

6. More wealth
Enough food
More temptations
More coke
Better food
More hamburgers
More computer games
Vending machines at shools
More cars, less walking
Free upbringing
Less regulation
Stronger industry lobby

7. Leverage points – Places to
Intervene in a system by Donella Meadows
‣
Numbers–Constrains and parameters such as subsidies, taxes, standards
‣
Buffers–The size of stabilizing stocks relative to their flows
‣
Stock-and–flow structures–Physical Systems and their nodes of intersection
‣
Delays–The length of time relative to rates of system changes
‣
Balancing feedback Loops–The strength of the feedbacks relative to the impacts they
are trying to correct
Reinforcing feeback Loops – The strength of the of driving loops
‣
‣
Information Loops–The structure of who does and does not have access to
information
‣
Self-Organization–The power to add, change, or evolve system structure
‣
Goals–The purpose of the function of the system
‣
Paradigms–The mind-set out of which the system–its goals, structure, rules, delays,
parameters–arises
‣
Transcending Paradigms

8. Wicked problems
today
Leverage points operationalized
Sustainable future

9. Political reform, regulation, new market incentives
Wicked problems
today
Leverage points operationalized
Sustainable future

10. Political reform, regulation, new market incentives
Wicked problems
today
Sustainable future
Lifestyle changes, experiments, niche level
Leverage points operationalized

11. Political reform, regulation, new market incentives
Wicked problems
today
Sustainable future
Acceptance by users
Lifestyle changes, experiments, niche level
Leverage points operationalized

12. Case 1:
Peloton
gatekeepers example of a
systemic
intervention

13. task:
design a campaign To reduce
citizens' energy consumption

14. Result: Housing,
transport and food
related decisions make
difference

15. How to infulence behavior?
Where are the leverage points?

16. How to infulence behavior?
Where are the leverage points?

22. gatekeepers are key to behavior
change
‣
1) Gatekeepers define the choice environments as they transform
people s needs and desires into choices and decisions. They
enable or deny access to low-energy behavior. Peers and
professionals close to the consumer do this in terms of energyrelated practices.
‣
2) Previous research has considered legislators and green
businesses as gatekeepers for energy consumption. This view
tends to underestimate the complexity of the selling/purchasing
process with its subtle factors leading to a decision. Therefore
only a small part of energy gatekeepers have understood that
they have this role.

23. Peloton nudges Finns towards
energy efficient new economy

26. what were the leverage points
Peloton process reached for?
‣
Create new enabling infrastructure, alter old (services, buildings,
shop concepts)
‣
Link wicked problems with everyday practices (show how
megatrends and policies evolve)
‣
Create and proof economic benefits (new business, new
competitive assets)
‣
Improve feed-back channels, make it ”at the point of
delivery” (service concept)
‣
Revise policies to support emerging practices (regulation, R&D
funds)
‣
Form new stakeholder groups (start-ups, professionals)
‣
Create new sources of motivation (employee engagement, shared
value)

27. what were the leverage points
Peloton process reached for?
‣
Create new enabling infrastructure, alter old (services, buildings,
shop concepts)
‣
Link wicked problems with everyday practices (show how
megatrends and policies evolve)
‣
Create and proof economic benefits (new business, new
competitive assets)
‣
Improve feed-back channels, make it ”at the point of
delivery” (service concept)
‣
Revise policies to support emerging practices (regulation, R&D
funds)
‣
Form new stakeholder groups (start-ups, professionals)
‣
Create new sources of motivation (employee engagement, shared
value)

28. what were the leverage points
Peloton process reached for?
‣
Create new enabling infrastructure, alter old (services, buildings,
shop concepts)
‣
Link wicked problems with everyday practices (show how
megatrends and policies evolve)
‣
Create and proof economic benefits (new business, new
competitive assets)
‣
Improve feed-back channels, make it ”at the point of
delivery” (service concept)
‣
Revise policies to support emerging practices (regulation, R&D
funds)
‣
Form new stakeholder groups (start-ups, professionals)
‣
Create new sources of motivation (employee engagement, shared
value)

29. what were the leverage points
Peloton process reached for?
‣
Create new enabling infrastructure, alter old (services, buildings,
shop concepts)
‣
Link wicked problems with everyday practices (show how
megatrends and policies evolve)
‣
Create and proof economic benefits (new business, new
competitive assets)
‣
Improve feed-back channels, make it ”at the point of
delivery” (service concept)
‣
Revise policies to support emerging practices (regulation, R&D
funds)
‣
Form new stakeholder groups (start-ups, professionals)
‣
Create new sources of motivation (employee engagement, shared
value)

30. what were the leverage points
Peloton process reached for?
‣
Create new enabling infrastructure, alter old (services, buildings,
shop concepts)
‣
Link wicked problems with everyday practices (show how
megatrends and policies evolve)
‣
Create and proof economic benefits (new business, new
competitive assets)
‣
Improve feed-back channels, make it ”at the point of
delivery” (service concept)
‣
Revise policies to support emerging practices (regulation, R&D
funds)
‣
Form new stakeholder groups (start-ups, professionals)
‣
Create new sources of motivation (employee engagement, shared
value)

31. what were the leverage points
Peloton process reached for?
‣
Create new enabling infrastructure, alter old (services, buildings,
shop concepts)
‣
Link wicked problems with everyday practices (show how
megatrends and policies evolve)
‣
Create and proof economic benefits (new business, new
competitive assets)
‣
Improve feed-back channels, make it ”at the point of
delivery” (service concept)
‣
Revise policies to support emerging practices (regulation, R&D
funds)
‣
Form new stakeholder groups (start-ups, professionals)
‣
Create new sources of motivation (employee engagement, shared
value)

32. what were the leverage points
Peloton process reached for?
‣
Create new enabling infrastructure, alter old (services, buildings,
shop concepts)
‣
Link wicked problems with everyday practices (show how
megatrends and policies evolve)
‣
Create and proof economic benefits (new business, new
competitive assets)
‣
Improve feed-back channels, make it ”at the point of
delivery” (service concept)
‣
Revise policies to support emerging practices (regulation, R&D
funds)
‣
Form new stakeholder groups (start-ups, professionals)
‣
Create new sources of motivation (employee engagement, shared
value)

33. what were the leverage points
Peloton process reached for?
‣
Create new enabling infrastructure, alter old (services, buildings,
shop concepts)
‣
Link wicked problems with everyday practices (show how
megatrends and policies evolve)
‣
Create and proof economic benefits (new business, new
competitive assets)
‣
Improve feed-back channels, make it ”at the point of
delivery” (service concept)
‣
Revise policies to support emerging practices (regulation, R&D
funds)
‣
Form new stakeholder groups (start-ups, professionals)
‣
Create new sources of motivation (employee engagement, shared
value)

34. what were the leverage points
Peloton process reached for?
‣
Create new enabling infrastructure, alter old (services, buildings,
shop concepts)
‣
Link wicked problems with everyday practices (show how
megatrends and policies evolve)
‣
Create and proof economic benefits (new business, new
competitive assets)
‣
Improve feed-back channels, make it ”at the point of
delivery” (service concept)
‣
Revise policies to support emerging practices (regulation, R&D
funds)
‣
Form new stakeholder groups (start-ups, professionals)
‣
Create new sources of motivation (employee engagement, shared
value)

35. what were the leverage points
Peloton process reached for?
‣
Create new enabling infrastructure, alter old (services, buildings,
shop concepts)
‣
Link wicked problems with everyday practices (show how
megatrends and policies evolve)
‣
Create and proof economic benefits (new business, new
competitive assets)
‣
Improve feed-back channels, make it ”at the point of
delivery” (service concept)
‣
Revise policies to support emerging practices (regulation, R&D
funds)
‣
Form new stakeholder groups (start-ups, professionals)
‣
Create new sources of motivation (employee engagement, shared
value)

36. what were the leverage points
Peloton process reached for?
‣
Create new enabling infrastructure, alter old (services, buildings,
shop concepts)
‣
Link wicked problems with everyday practices (show how
megatrends and policies evolve)
‣
Create and proof economic benefits (new business, new
competitive assets)
‣
Improve feed-back channels, make it ”at the point of
delivery” (service concept)
‣
Revise policies to support emerging practices (regulation, R&D
funds)
‣
Form new stakeholder groups (start-ups, professionals)
‣
Create new sources of motivation (employee engagement, shared
value)

37. what were the leverage points
Peloton process reached for?
‣
Create new enabling infrastructure, alter old (services, buildings,
shop concepts)
‣
Link wicked problems with everyday practices (show how
megatrends and policies evolve)
‣
Create and proof economic benefits (new business, new
competitive assets)
‣
Improve feed-back channels, make it ”at the point of
delivery” (service concept)
‣
Revise policies to support emerging practices (regulation, R&D
funds)
‣
Form new stakeholder groups (start-ups, professionals)
‣
Create new sources of motivation (employee engagement, shared
value)

38. what were the leverage points
Peloton process reached for?
‣
Create new enabling infrastructure, alter old (services, buildings,
shop concepts)
‣
Link wicked problems with everyday practices (show how
megatrends and policies evolve)
‣
Create and proof economic benefits (new business, new
competitive assets)
‣
Improve feed-back channels, make it ”at the point of
delivery” (service concept)
‣
Revise policies to support emerging practices (regulation, R&D
funds)
‣
Form new stakeholder groups (start-ups, professionals)
‣
Create new sources of motivation (employee engagement, shared
value)

39. what were the leverage points
Peloton process reached for?
‣
Create new enabling infrastructure, alter old (services, buildings,
shop concepts)
‣
Link wicked problems with everyday practices (show how
megatrends and policies evolve)
‣
Create and proof economic benefits (new business, new
competitive assets)
‣
Improve feed-back channels, make it ”at the point of
delivery” (service concept)
‣
Revise policies to support emerging practices (regulation, R&D
funds)
‣
Form new stakeholder groups (start-ups, professionals)
‣
Create new sources of motivation (employee engagement, shared
value)

40. what were the leverage points
Peloton process reached for?
‣
Create new enabling infrastructure, alter old (services, buildings,
shop concepts)
‣
Link wicked problems with everyday practices (show how
megatrends and policies evolve)
‣
Create and proof economic benefits (new business, new
competitive assets)
‣
Improve feed-back channels, make it ”at the point of
delivery” (service concept)
‣
Revise policies to support emerging practices (regulation, R&D
funds)
‣
Form new stakeholder groups (start-ups, professionals)
‣
Create new sources of motivation (employee engagement, shared
value)

42. Wicked problems
today
Leverage points operationalized
Sustainable future

43. Political reform, regulation, new market incentives
Wicked problems
today
Leverage points operationalized
Sustainable future

44. Political reform, regulation, new market incentives
Wicked problems
today
Sustainable future
Lifestyle changes, experiments, niche level
Leverage points operationalized

45. Political reform, regulation, new market incentives
Wicked problems
today
Sustainable future
Acceptance by users
Lifestyle changes, experiments, niche level
Leverage points operationalized

46. Wicked problems
today
Leverage points operationalized
Sustainable future

47. Infrastructure for enabling sustainable lifestyles
Wicked problems
today
Leverage points operationalized
Sustainable future

48. Infrastructure for enabling sustainable lifestyles
Wicked problems
today
Sustainable future
Lifestyle changes, experiments, niche level
Leverage points operationalized

49. Infrastructure for enabling sustainable lifestyles
Wicked problems
today
Sustainable future
User approval, proof of
concept for investments
Lifestyle changes, experiments, niche level
Leverage points operationalized