like this ..and its pretty fuckin spacey man....

its
by the late MS MEADOWS
the limits to growth lady

12 leverage points

12. Constants, parameters, numbers (such as subsidies, taxes, standards)
Parameters are points of lowest leverage effects. Though they are the most clearly perceived among all leverages, they rarely change behaviors and therefore have little long-term effect.

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11. The size of buffers and other stabilizing stocks, relative to their flows
A buffer's ability to stabilize a system is important when the stock amount is much higher than the potential amount of inflows or outflows. In the lake, the water is the buffer: if there's a lot more of it than inflow/outflow, the system stays stable.

10. The structure of material stocks and flows (such as transport network, population age structures)
A system's structure may have enormous effect on operations, but may be difficult or prohibitively expensive to change. Fluctuations, limitations, and bottlenecks may be easier to address.

9. The length of delays, relative to the rate of system changes
Information received too quickly or too late can cause over- or underreaction, even oscillations.

8. The strength of negative feedback loops, relative to the effect they are trying to correct against
A negative feedback loop slows down a process, tending to promote stability (stagnation). The loop will keep the stock near the goal, thanks to parameters, accuracy and speed of information feedback, and size of correcting flows.

7. The gain around driving positive feedback loops
A positive feedback loop speeds up a process. Meadows indicates that in most cases, it is preferable to slow down a positive loop, rather than speeding up a negative one.

6. The structure of information flow (who does and does not have access to what kinds of information)
Information flow is neither a parameter, nor a reinforcing or slowing loop, but a loop that delivers new information. It is cheaper and easier than changing structure.

5. The rules of the system (such as incentives, punishment, constraints)
Pay attention to rules, and to who makes them.

4. The power to add, change, evolve, or self-organize system structure
Self-organization describes a system's ability to change itself by creating new structures, adding new negative and positive feedback loops, promoting new information flows, or making new rules.

3. The goal of the system
Changes every item listed above: parameters, feedback loops, information and self-organisation.

2. The mindset or paradigm that the system — its goals, structure, rules, delays, parameters — arises out of
A society paradigm is an idea, an unstated assumption that everyone shares, thoughts, or states of thoughts that are sources of systems. Paradigms are very hard to change, but there are no limits to paradigm change. Meadows indicates paradigms might be changed by repeatedly and consistently pointing out anomalies and failures to those with open minds.

1. The power to transcend paradigms
Transcending paradigms may go beyond challenging fundamental assumptions, into the realm of changing the values and priorities that lead to the assumptions, and being able to choose among value sets at will.