SYSTEMS THINKING RESOURCES
STRUCTURAL TRAPS
Structural Traps
We often believe that people’s behaviors are solely the result of their individual choices and capabilities. That is not always the case. When trying to bring about a change in a complex human system, it is helpful to consider whether there are any Structural Traps at play and whether a mapping and examination of those traps with the people involved might help them find new ways of engaging with each other.
Structural Traps are recurring patterns in complex systems that prevent individuals or organizations from escaping harmful or limiting situations despite their best efforts.
They occur due to the interplay of various elements such as the design of institutions, policies, and markets that create feedback loops that reinforce the harmful outcomes.
Structural Traps can result in inefficiencies, poor performance, and a lack of progress in areas such as economic growth, political stability, and environmental sustainability. In systems thinking, understanding and addressing structural traps is critical to promoting positive change and avoiding negative outcomes in complex systems.
Mapping a Structural Trap in systems thinking involves several steps:
Identify the issue: The first step is to identify a specific problem or issue that appears to be a Structural Trap. This could be anything from economic inequality, political instability, environmental degradation, or a range of other persistent problems.
Gather data: Next, gather data and information about the issue, including the factors that contribute to it and its impact on various stakeholders. This data can come from a variety of sources, such as academic research, government reports, and on-the-ground observations.
Identify key players and relationships: Identify the key players and entities involved in the issue, including individuals, organizations, and systems, and how they are related to each other. This can help identify the feedback loops and interdependencies that reinforce the Structural Trap.
Map the system: Create a visual representation of the system, including the key players, relationships, and feedback loops that contribute to the Structural Trap. This can be done using a variety of tools, such as diagrams, flow charts, or causal loop diagrams.
Analyze the system: Analyze the system to understand how it contributes to the Structural Trap and identify potential leverage points for intervention. This could include identifying and addressing sources of power imbalances, modifying incentives and policies, or changing the design of the system itself.
Refine and revise: Finally, refine and revise the map as necessary, based on new information or insights, and continue to monitor the system to see if the changes have the desired effect and to make additional changes as needed.
By following these steps, one can map a Structural Trap in a complex system and gain a better understanding of how to address it and promote positive change.