Why Think in Systems?

When you think about sustainability, what comes to mind? Climate change? Recycling? Maybe green energy? While all of these are part of the picture, true sustainability runs deeper. It asks you to understand the connections between and among people, planet, and profit – not in isolation,  but as parts of a whole, and not just for today, but into the future. That’s where and when systems thinking becomes essential.

Systems thinking is a way of understanding the world that helps you look beyond isolated events and instead focus on the deeper patterns, structures, and beliefs that shape what you see. Rather than reacting to surface-level problems with quick fixes, systems thinking invites you to examine how different elements are connected—and how those connections create long-term outcomes over time.

System thinking mindset represented by an iceberg divided into four sections. The tip, sticking out of the water, is labeled Events. The next three layers are underwater, not as easily observed, and are labeled Patterns/Trends, Underlying Structures and Mental Models.

A helpful tool for visualizing this mindset is the iceberg model. Imagine the visible part of an iceberg: the events we notice day to day. These events are just the tip of the iceberg. Beneath the surface lie patterns and trends, which reveal recurring behaviors over time. Deeper still are the underlying structures–the rules, relationships, technologies, and policies that shape those patterns. At the base are mental models: the values, assumptions, and beliefs that influence how we design and interact with systems in the first place.

In sustainability, the lens of systems thinking helps us shift from short-term fixes to long-term, adaptive strategies. For instance, addressing plastic waste isn’t just about banning straws (an event); it’s about understanding consumption patterns, redesigning packaging systems, and rethinking our cultural assumptions about convenience. This broader lens helps you anticipate unintended consequences, identify leverage points, and design more resilient solutions.

Question for thought: Have you ever solved a problem only to realize later that your solution created a new issue elsewhere? That’s a potential signal of a system at work.

Key Concepts and Definitions

Let’s ground ourselves in a few core terms (although you may come across others as you study and see them in use): 

  • Systems Thinking: A way of understanding complex systems by examining the linkages and interactions between the parts of a whole. It’s about patterns and relationships, not just individual components.
  • Sustainability: The ability to meet present (environmental, social, and economic) needs without compromising the ability of future generations to meet theirs; also known as the triple bottom line or the three-legged stool.
  • Resilience: A system’s ability to absorb disturbance and still maintain its basic function and structure.
  • Complexity: A characteristic of systems with many components that interact in varied and sometimes unpredictable ways.
  • Leverage Points: Strategic places within a system where a small shift (positive or negative) can lead to significant change.

Real-world example: In urban planning, increasing public transportation may seem like a single narrow solution to reduce emissions. But this action affects traffic patterns, air quality, economic activity, and even housing prices: a cascade of system effects that goes beyond only automobile emissions.

The Evolution of Sustainability

people, planet and profit intertwining circles with sustainability connection all three

Sustainability didn’t appear overnight. It evolved from decades of environmental, social, and economic awareness. In the 1970s, the focus was on pollution control and conservation. By the mid-1980s, the conversation expanded to include corporate responsibility and the triple bottom line: people, planet, and profit.

Sustainability also varies across time and place. What works for a rural farming community may not be relevant for an urban technology hub. Policies differ between nations, and priorities shift over time based on public demand, technological advancement, and environmental pressures.  Individuals and organizations may also vary in their assessments of sustainability needs and desires.

Real-world example: The Paris Agreement is a multi-jurisdictional climate sustainability effort. Each country brings its own context, goals, and resources to the table. What happens when a large, powerful country like the United States backs out?

Visual Models of Sustainability

There are several widely used models that help illustrate the core relationships among environmental, social, and economic dimensions of sustainability. Each offers a slightly different way of understanding how these elements interact and what happens when one is neglected.

The Three-Legged Stool frames sustainability as a balance among three essential supports: environmental protection, social equity, and economic viability. If any one leg is weakened or removed, the entire structure becomes unstable and eventually collapses.

The Venn Diagram model shows sustainability as the intersection of three overlapping circles–environment, society, and economy. True sustainability exists at the center, where all three domains align to support mutually reinforcing goals.


The Concentric Circles model places the economy inside society, and both inside the environment. This visualization emphasizes that all economic and social activity ultimately depends on a healthy and functioning natural system, highlighting environmental limits as the outer boundary for sustainable action.

Why Systems Thinking Matters in Sustainable Decision-Making

Sustainable decisions rarely exist in a vacuum. They must consider space (local to global scales), time (short-term impact versus long-term consequences), and change (shifting needs, technologies, and environments). Systems thinking helps you ask better questions:

  • What are the unintended consequences of this action?
  • How do various stakeholders and other important entities interact?
  • What feedback loops might accelerate or hinder progress?

Industry insight: In agriculture, using pesticides might increase short-term yields. But over time, pests may become resistant, soil health may degrade, and water systems may be polluted, making the system less resilient and, therefore, less sustainable.

Components to Consider:

  • Habitat: Where and how do people, animals, and plants interact, including with the rest of the natural environment?
  • Food: Is it produced in ways that sustain both people and ecosystems?
  • Air, Water and Shelter: Are basic needs being met without depleting or polluting resources?
  • Climate: Is it adequately stable, predictable, and appropriate for maintaining the health and evolution of the elements of the ecosystem?

Timing and Sequencing in Systems

Systems rarely unfold in linear or predictable ways. They evolve through feedback loops, delays, and dynamic interactions that require thoughtful pacing and strategic coordination. In systems thinking, timing and sequencing refer not just to when actions are taken, but how those actions relate to one another in a broader context. Acting too soon can spark resistance or create inefficiencies. Acting too late might mean missing a critical window for meaningful impact.

Consider the shift to renewable energy. A company or city might invest in solar panels or wind farms, but without upgrading the grid infrastructure or aligning with regulatory incentives, these efforts may underperform or stall. Sequencing these steps–first creating supportive policies and infrastructure, then deploying technology–can ensure a smoother, more successful transition. It’s not just about what you do; it’s about when and in what order.

Another key concept is lag time: the delay between an intervention and its observable effects. This delay can mask problems or give a false sense of success. For instance, overfishing may appear sustainable in the short term because fish stocks don’t deplete immediately. But once a tipping point is reached, populations can crash rapidly, leaving little time for recovery. Effective systems thinking accounts for these delays and helps leaders avoid short-sighted decisions by looking at the long-term trajectory.

Question for thought: Can you think of an example in your organization or industry where acting too early or too late led to unintended consequences? What could have been sequenced differently?

Closing Thoughts

As you continue exploring sustainability, remember that you’re not just solving problems: you’re navigating living systems. By thinking in terms of ongoing connections, feedback, and patterns, you become better equipped to create meaningful, lasting change.