We have left the Holocene and entered a new epoch, the Anthropocene, in which the biosphere is rapidly changing due to human activities. We do not need to decide to address these issues. They are already addressing us: grabbing us by the collar, so to speak. Our only choice is how to respond.
In the process we can learn a lot from nature, which has had far more time than human civilization to develop flourishing complex systems, and has successfully weathered many crises. Nature has many lessons to teach us, which we are just beginning to learn.
In what follows I’ll talk about a few aspects of this: biomimetic technologies, ecological economics, ecological engineering, and the theory of leverage points. I’ll explain how most of these are connected to “system dynamics”: a modeling tradition that applies to interacting social and biological systems. And I’m including a ton of references, to learn more.
The Anthropocene
Climate change is just one part of a much broader process where humans are destabilizing the biosphere that supports us. For example:
• About 1/4 of all chemical energy produced by plants is now used by humans [KEGH].
• Humans now take more nitrogen from the atmosphere and convert it into nitrates than all other processes on land [GK]
• 8-9 times as much phosphorus is flowing into oceans than the natural background rate [RS].
• 24 times as much sediment is flowing into the oceans due to mining than the amount created by natural erosion [Co]
• The rate of species going extinct is 100-1000 times the usual background rate [dV].
These changes are not isolated “problems” of the sort routinely “solved” by existing human institutions. They are part of a shift from the exponential growth phase of human impact on the biosphere to a new, uncharted phase. Institutions and attitudes will change dramatically, like it or not. Before, western civilization tended to treat “nature” as distinct from “civilization”. Now there is no nature separate from civilization. Before, economic growth could be our main goal, with many side-effects ignored. Now, many forms of growth are pushing the biosphere toward tipping points [RS], and we are groping for new goals that take this into account.
We’ve gotten into this situation because our current civilization is extremely crude in many ways. Ironically, this is good news, since it means that plausible changes in our technology—and more importantly, our culture—can dramatically change the path we have been on.
For example, currently the largest human activities of all, measured in sheer mass, are burning carbon and making concrete. In 2025, our civilization extracted about 10.4 gigatonnes of carbon from the Earth, burnt it to power our technologies, and put 38 gigatonnes of CO2 into the atmosphere [FoS]. We also dug up over 40 gigatonnes of rocks, gravel and sand [P], making about 30 gigatonnes of concrete [XZ]. This is just a snapshot; it is also good to take a longer view. Over the course of history we have burnt about 700 gigatonnes of carbon [FoS]. Since the dawn of agriculture we have also reduced the total biomass of the planet, mainly plants, from about 900 gigatonnes of carbon to 550 gigatonnes [BPM].
Thus, viewed from afar as a biological and geological process, current-day human civilization consists largely of killing plants, burning carbon, and building structures out of concrete. If these activities defined us — if this is what truly made us human — we would be in real trouble. But if they are merely a means to our deeper goals, perhaps goals not clearly formulated yet, then perhaps we can change course in a way that leads to a flourishing of both civilization and the biosphere.
In seeking to reorient our goals, we have a lot to learn from nature. Nature has been successfully growing complex systems for billions of years, while we have been doing it for only thousands.
Our methods of production typically create useless or even harmful byproducts: “waste”. When the final product wears out, it too becomes waste. This waste is typically ignored until its causes so much damage that we cannot turn our heads away. Nature works differently. One organism’s waste is another’s food, and most chemicals get recirculated and reused.
It is important to note that natural systems developed this remarkable ability to recycle only through millennia of trial and error. For example, when some bacteria first began to photosynthesize, the highly reactive free oxygen they produced was toxic to all living creatures. As it built up in the atmosphere, this led to a crisis known as the Oxygen Catastrophe. In response, new organisms evolved that could not only tolerate oxygen but even use it in their metabolism. But this took about 400 million years.
Humans are affecting the biosphere at a much faster rate, so we do not have the luxury of millions of years. Luckily we have the ability to adapt much faster as well. We do not always deploy this ability until we are desperate, since our current crude technologies are often simply dreamt up and widely adopted before considering their consequences. To do better we can proceed more proactively, looking to flourishing natural ecosystems as role model, and gauging the effects of each potential new technology or societal shift on the web of relations connecting us to the rest of the biosphere.
Biomimetic technologies
How can we learn from nature? One of the most obvious ways is to look at natural systems and design technologies based on them. These are called biomimetic technologies. A single example can illustrate some of the issues that arise.
Termites maintain nearly constant internal temperatures in their mounds through a system of channels. They don’t need fans that require power. For a time, it was believed that they used a simple convective cooling system, where hot air rises through the central chimney, drawing in cool air at the base. In 1996, a large office and retail building was built based on this idea: the Eastgate Centre in Harare, Zimbabwe, designed by the architect Mick Pearce [TS]. It has chimneys and ventilation channels that draw cool night air through the building’s thermal mass. It uses roughly 90% less energy for climate control than a conventional building of comparable size. That translates directly into far lower carbon emissions from heating and cooling.
This success inspired emulation. Pearce himself used similar termite-chimney-inspired designs in a Melbourne office building [HB]. More recently the Startup Lions Campus in Kenya, designed by Kéré Architecture on the banks of Lake Turkana, features three tall terracotta-colored ventilation towers modeled after local termite mounds.
Why hasn’t this technology spread more widely? First, it is climate-specific. It works well in sites with warm days, cool nights, and low humidity year-round. In a humid subtropical or continental climate, passive ventilation alone often cannot maintain comfortable conditions. Second, termite mounds integrate structure and ventilation into a single system. Reconciling this with building codes, fire regulations, and the way architects and engineers are trained is a cultural and institutional challenge, since currently structures such as beams, columns, trusses and walls tend to be designed and permitted in a way that is isolated from the systems that make a building habitable.
Both these points illustrate important general issues. Our current civilization favors simple technologies that work uniformly in many environments, while biological systems have had time to adapt in intricate ways to local situations, creating a huge diversity of specialized forms. And while existing human technologies are often made of modular parts that are designed in isolation, biological systems evolve as a whole, with each part evolving in interaction with the rest. Thus, while in current human technologies we feel free to say “the purpose of this feature is to accomplish that task”, when we examine biological systems, we almost invariably discover that each feature has multiple functions. Indeed, the very concept of “function” becomes a problematic abstraction [Th]. Of course it is still useful to declare that different features have different functions, but we should recognize all such assignments as tentative. The deeper we look at any biosystem, the more it has to teach us.
For example, in 2015 a group of researchers at Harvard [KOM] showed that termite mounds work in a subtler way than Pearce thought. The chimney is just as much about flushing CO₂ from the termite colony as cooling it! During the day the outer flutes of the termite mound warm up faster than the central chimney, while at night this temperature profile inverts, driving cyclic convective flows that flush CO₂ from the nest. So, the mound breathes in and out on a daily cycle rather than drawing a steady one-way draft. But Pearce’s Eastgate building, based on a simpler earlier understanding of termite mounts, still works.
Indeed, a common aspect of biomimetic technologies is that they choose one aspect of how a biological system works and ignore most others. For another example, while termites create their mounds from the surrounding soil, the Eastgate Centre is built of concrete and locally manufactured brick, with a glass-roofed atrium supported by a steel framework. This is not surprising, because the termite mounds can’t be scaled up to the desired size. But it means that the human-made copy is far more energy-intensive to produce, even per kilogram.
To see forms of technology that absorb the lessons of natural systems more deeply, we should turn to “ecological engineering”. But this grew out of the discipline of “system dynamics”, which we describe first.
System dynamics
There is a general theory of systems—from cells to ecosystems to businesses and economies—called “system dynamics”. It began with Jay Forrester at MIT in the late 1950s. Forrester, an electrical engineer who had built one of the first digital computers, realized that the same feedback-loop thinking used in control engineering could model the behavior of factories, cities, and entire economies. His books Industrial Dynamics [Fo1], Urban Dynamics [Fo2], and World Dynamics [Fo3] laid the foundations for the subject
John Sterman, also at MIT, became the field’s leading figure in the next generation, writing the textbook Business Dynamics [St] in 2000, and applying system dynamics to climate change, energy transitions, and public health. His work on the “climate bathtub”—showing that even educated people fail to grasp the difference between the amount of CO₂ in the atmosphere (a stock) and the rate at which we are putting CO₂ into the atmosphere (a flow)—was particularly relevant to climate change.
One key insight of system dynamics is that complex systems are dominated by feedback loops, delays, and nonlinearities—and that human intuition is notoriously bad at predicting the behavior of such systems. But there is much more to system dynamics: it is systematic practice for modeling. Its practitioners often use three kinds of diagrams to model systems. In order of increasing complexity, they are:
• Causal loop diagrams. These show variables connected by arrows labeled with “polarities” (that is, + or − signs) indicating how increasing one variable tends to increase or decrease another. These are the most informal and accessible of the three — good for group model-building and participatory settings — but they do not distinguish stocks from flows. A loop in such a diagram represents a “feedback loop”, which is either positive or negative depending on the product of the polarities labeling its edges.
• System structure diagrams. These diagrams distinguish between two kinds of variables: “stocks” (accumulations, like carbon in forests or carbon in the atmosphere), and “flows” (like the flow of carbon from the atmosphere to forests). Stocks are drawn as boxes, while flows are drawn as pipes going from one box to another. Besides stocks and flows there are usually “auxiliary variables”. In addition there are “links”: edges labeled by polarities, which represent the causal connections between variables.
• Stock and flow diagrams. A stock and flow diagram is a system structure diagram equipped with formulas that say precisely how each variable is a function of those linked to it. Thus a system structure diagram is purely qualitative, while a stock and flow diagram contains further quantitative information. Stock and flow diagrams can be directly translated into differential equations and simulated.
In the 1990’s, system dynamics expanded beyond expert-built models toward more participatory approaches. In Group Model Building, Jac Vennix [Ve] argued that the biggest obstacle to implementing system dynamics insights isn’t model quality—it’s buy-in. Forrester’s tradition produced elegant models that often sat on shelves because the people who needed to act on them hadn’t been involved in building them and didn’t trust or understand the results. The solution was bringing more stakeholders into the modeling process. When people discover through simulation that their intuitive policy levers don’t work—or that someone else’s view of the feedback structure explains the data better—that is a more powerful form of learning than being handed a consultant’s report.
In 2014, Peter Hovmand [Ho] developed this idea further in Community-Based System Dynamics. The idea here is to have expert modelers work with community members and other stakeholders to collaboratively build and discuss models. Modeling becomes a way collecting information that is spread among many people, negotiating a shared understanding of the problems they face, and helping them discuss possible solutions.
Separately from the systems dynamics tradition, researchers in molecular biology have developed their own diagrammatic methods for modeling complex systems. They have been drawing metabolic pathways on wall charts since the mid-20th century. In the 1990s, Kurt Kohn [Ko] developed “molecular interaction maps”, a rigorous notation for signaling and regulatory networks at the molecular level, and used it to describe a model of the mammalian cell cycle and DNA repair machinery. Shortly thereafter, Hiroaki Kitano helped develop “systems biology” as a named field [Ki]. He argued that biology needed to become more like engineering in its formal rigor, and that standardized notations were essential. By 2009, this idea came to fruition in a large project called Systems Biology Graphical Notation [lN]. The key design decision here was to create three styles of diagrammatic notation, each capturing a different view of the same biological system. However, none of these three subsumes stock and flow diagrams, and none can be automatically translated into systems of differential equations. Thus, there is work left to be done to unify our diagram languages for the micro-world of molecular biology and the macro-world of system dynamics. This is as much due to the siloing of intellectual disciplines as the difficulty of this particular task.
Another line of work important to system dynamics is “systems ecology”, which was initiated in the 1950’s by Howard Odum. Initially, Odum described systems using diagrams modeled after electrical circuit diagrams. Eventually he developed these into a more general framework, which he called “energy systems language” [Od]. This never achieved wide adoption, but some of his ideas were taken up by the fields of ecological engineering and ecological economics. We turn to these next.
Ecological engineering
The term “ecological engineering” was coined by Odum, and the field was pioneered by Odum’s student William J. Mitsch in collaboration with Sven Jørgensen [MiJ], but it is the work of many. Its goal is to design systems that work with ecosystems rather than replacing them. Its central insight is that ecosystems have a self-designing capability: given the right conditions, nature assembles and maintains its own populations of species, food chains, and biogeochemical cycles, running on solar energy rather than fossil fuels. The ecological engineer’s job is thus not to build and control a system from scratch, as a conventional engineer would, but to act as a facilitator between human needs and natural processes, letting the ecosystem do most of the work. Doing this requires deep ecological knowledge.
However, Käthe Seidel of the Max Planck Institute did not need Odum’s theoretical framework to practice what would later be considered one of the prime examples of ecological engineering [Se]. In the 1950s she began using wetland plants like bulrushes to treat wastewater, trying to improve the poor performance of rural septic tanks and pond systems. By the early 1980s the technology had been introduced to Denmark, and by 1987 nearly 100 systems were in operation there. The UK, France, Netherlands, and Austria followed. By now, constructed wetlands are recognized as a reliable treatment technology suitable for many types of wastewater [EG,Vy]. In Europe, Seidel’s system has become the norm: waste water percolates through basins filled with coarse sand and planted with bulrushes or reeds. In North America and Australia, open ponds with marsh plants are more popular, thanks in part to Odum’s work on recycling partially treated sewage in cypress swamps. To run any of these systems successfully requires detailed ecological experties—not just “wetland plants treat water” but which wetland plants, in which climate, supporting which groups of microbes to carry out which activities.
Another good example of ecological engineering is river and wetlands restoration. The Skjern, Denmark’s largest river by water flow, once had a huge expanse of marshland at its mouth, full of meandering watercourses, reed beds, and meadows. It was a habitat for thousands of migratory birds, along with stable breeding populations of local birds, plus otters and Atlantic salmon. All this was virtually destroyed following a campaign of land reclamation and river channelization in the 1960s. Part of the river was straightened into a canal, and the wetlands were drained for agricultural purposes. In only 25 years the area lost its agricultural value. The drained peat soils subsided and degraded, and the farmland was not productive enough to justify its maintenance costs. The channelization also caused sedimentation and eutrophication at the river’s outflow. The rationale for restoration was therefore clear. The goals were to reinstate the natural flow conditions, allow species to return, and develop the area’s recreational and tourist potential.
The restoration was carried out from 1999 to 2002. It transformed 19 kilometers of channelized river into 26 kilometers of meandering river. The river valley changed rapidly from agricultural fields into meadows, with weeds typical of arable land displaced by natural wetland plants. Birds returned, along with otter, and the number of salmon coming to the Skjern River to spawn grew tenfold [PANL].
The project did not attempt to bring the Skjern back to an imagined “state of nature” separate from the Danish economy. Reeds are harvested across 250 hectares for commercial sale. The restored river valley is also popular among tourists. The Royal Danish Agricultural University concluded that the project was a good public investment at a 3% discount rate and a time horizon of 20 years, or even a 7% discount rate if we allow an indefinite time horizon [DKPL]. Their calculation did not attempt to put a value on the 15,000 tonne annual reduction in CO2 emissions — not because the reduction was uncertain, but because Denmark’s international obligations at the time did not allow reductions of this kind to be counted in the national CO₂ account. They did, however, put a value on the reduced amounts of nitrates and phosphates flowing out of the Skjern, and the increased biodiversity.
This leads naturally to our next topic, another field pioneered by Odum and his students.
Ecological economics
Ecological economics is a diverse and controversial field. Any attempt to summarize it here would be woefully inadequate. But its central claim is that the human economy is a subsystem of the biosphere, and any economics that ignores this is doomed to fail in the long run [DF].
Indeed, the biosphere has been solar-powered and close to waste-free for billions of years. Our current human civilization has been running a fossil-fueled, waste-producing economy for about 200 years. Ecosystems maintain stability through redundancy and diversity: multiple species perform overlapping functional roles, so that if one is knocked out others can compensate. Conventional economics prizes a specific kind of efficiency that tends to produce monocultures and brittle supply chains. Ecological economics says the question isn’t whether we will transition from our current model toward something more like the biosphere, but whether we will do it by design or by collapse.
Beyond these general points, instead of listing doctrines of ecological economics, it is more reasonable to list a few questions this subject is concerned with:
• How should we value ecosystem services and natural capital? Standard economics often uses monetary valuation through revealed or stated preferences. Some ecological economists question the substitutability assumption behind this approach: for example, if you put a dollar figure on a marshland, the implication is that enough dollars can compensate for its loss. Some believe that “ecosystem services” is an overly anthropocentric concept; some believe monetary valuation is wholly inappropriate for irreplaceable parts of the biosphere [MMO].
• What is the appropriate discount rate for future costs and benefits? Standard economics uses market-based discount rates. Some ecological economists argue for lower or even zero rates when dealing with irreversible ecological losses and intergenerational equity [Das,He].
• Is perpetual economic growth compatible with ecological limits? Standard economics generally holds that it is, via technological progress, efficiency gains, and substitution. Ecological economists question this, pointing to the economy’s irreducible material and energy throughput. This leads to debates around “degrowth,” “steady-state economics”, and whether GDP growth is an appropriate policy goal at all [Dal,J].
In its milder forms, ecological economics is a corrective to standard economics. In its stronger forms, it calls for a fundamental rethinking. The struggle to sort out its precise role is not a mere academic dispute: it concerns the future of our civilization. Insofar as economics is prescriptive, telling us how we should conduct our affairs, this struggle is a social and political one. But insofar as economics is descriptive, telling us how things actually work, a useful framing might be that the dispute over ecological economics is part of a process of learning lessons from nature. We are trying to develop an integrated science that describes how economic systems behave in interaction with biological systems.
For example, a 3% discount rate on future costs and benefits is well-adapted to decisions that affect a single human, since at this rate a dollar received 23 years from now has a present value of fifty cents, and this amount of time is a substantial fraction of a human lifetime—so the individual doing the discounting can plausibly claim to be trading their own future against their own present. But biological systems operate on multiple timescales. Beyond the lifespan of an individual organism, there is the much longer lifespan of a species, or an ecosystem. These are the time scales routinely studied in paleontology and evolutionary biology. When humans make decisions at these scales, a 3% discount rate effectively erases the future: a benefit or harm a thousand years hence is written down by a factor of nine trillion.
Leverage points
When trying to confront the Anthropocene, we are everywhere faced with the difficulty of wisely intervening in complex systems. Here another idea from system dynamics becomes important: “leverage points”, which are places in a system where a small change can make a big difference.
Leverage points were brought to the fore by one of the most prominent practitioners of system dynamics, Donella Meadows [Me3]. Meadows learned a lot from Forrester at MIT in the early 1970s, and she was deeply concerned with environmentalism and sustainability. In 1972 she helped write the famous study The Limits to Growth [Me1]. The huge controversy surrounding this should make clear that any model is no more accurate than its assumptions. It also shows that system dynamics is less helpful as a method of long-term prediction than as a focal point for community discussion and strategizing.
In the early 1990s, while attending a meeting on international trade, Meadows compiled a typology of leverage points [Me2]. One of her key observations was that less effective interventions tend to be quantitative—essentially, turning knobs—while more effective ones involve restructuring the system, or changing its entire goal. Many, but by no means all, of her leverage points are neatly framed in the language of system dynamics.
In order of increasing effectiveness, this is her original list of nine kinds of leverage points (which she later expanded to twelve):
9) Constants, parameters, numbers. These are numerical settings—rates, standards, thresholds, quotas, etc. They absorb enormous attention but rarely change a system’s fundamental behavior.
8) Negative feedback loops. These are self-correcting mechanisms that pull a stock back toward a goal whenever it strays.
7) Positive feedback loops. These are self-reinforcing mechanisms where more produces more. Reducing the gain on a runaway positive loop is typically a more powerful intervention than strengthening whatever negative loop is trying to contain it.
6) Material flows. These are the physical plumbing of the system. Once built this is expensive and slow to change, so the leverage is concentrated in the original design; afterward one mainly works around its bottlenecks.
5) Information flows. Who sees what, and when. Delivering the right signal to the right actor at the right moment is often cheap relative to rebuilding physical structure, and missing information is one of the commonest causes of malfunction.
4) The rules of the system (incentives, punishments, constraints). These are the agreements that fix the system’s scope, degrees of freedom, and what counts as a legitimate move. They sit above parameters and information because they determine which parameters exist and which channels of information matter.
3) The distribution of power over the rules of the system. This refers to who gets to write, change, interpret, and enforce the rules. Control over rule-making is more consequential than any particular rule, because it governs how the entire rule set can evolve.
2) The goals of the system. These are what the whole system is actually optimizing for. A shift in goal cascades downward: stocks, flows, feedbacks, rules, and even the distribution of power reorganize to serve it.
1) The mindset or paradigm. This is the deep, usually unstated view of how reality works from which goals, power structures, rules, and culture all descend. Changing this is the most radical intervention available, and also the one most fiercely resisted at the collective level.
Some, but by no means all, of these leverage points can be neatly framed in the language of system dynamics. This is easiest for items 5-9. Parameters and the strengths of positive and negative feedback loops can be read off a stock and flow diagram. Similarly, positive and negative feedback can be read off from a causal loop diagram. What Meadows calls “material flows” are simply what we call “flows” in a system structure diagram, while her “information flows” are called “links”. On the other hand, items 1-4—paradigms, goals, distributions of power and rules—are not visible in any of the diagrammatic models used in system dynamics. They are more difficult to precisely define.
Meadows described her list as hastily drawn up, based on personal experience, and subject to revision [Me1]. Given this, we might hope for it to be merely the seed for an extensive theory of leverage points, rigorously formulated and experimentally tested. Unfortunately this is not yet quite the case. While her ideas have been further developed [A,Mu,MuJ1,MuJ2], there is still much to be done to understand leverage points.
There is by now a useful quantitative theory of items 7-9 on Meadows’ list: that is, the effects of parameters and feedback loops. There are methods to find feedback loops and predict the response of a system to changes in the strength of its feedback loops [G,Ka], determine which nodes in a network have most control over its overall behavior [LSB], and infer parameters from observed data [ROO].
Less is known about the more impactful items 5 and 6: that is, the response of a system to changes in its structure, such as adding or removing a feedback loop. Important work has been done, from Mason’s gain formula [Mas], to results putting fundamental limits on what additional feedback loops can achieve [SBG], to work on “food web rewiring” of ecosystems in a changing world [Bar,Ma]. But a general theory of structural changes in a network that can dramatically transform its behavior in a chosen way seems to be in its infancy. New research on the mathematics of building networks from smaller parts [Bae,LPMO] and the emergent feedback loops that result [BC] may be helpful here.
The most impactful leverage points of all, items 1-4—namely mindset, goals, distribution of power and rules—are also the hardest to formalize and study systematically. Nonetheless, these were an explicit focus of the 2019 Intergovernmental Science-Policy Platform on Biodiversity and Ecosystem Services Global Assessment and its follow-on synthesis [Ch], which list eight leverage points for saving biodiversity. The focus was on high-impact forms of social transformation, such as change in mindset. For example, one was “visions of a good life”: visions that downplay GDP growth and focus on trust in neighbors, access to care, opportunities for creative expression, and the like.
Leverage exploits tipping points: critical points beyond which a significant and often unstoppable change takes place. There is already extensive work on how our interventions in the biosphere may trigger unwanted tipping points, and how to spot these before they happen, for example through the slowing of the return to equilibrium after perturbations [Sc]. We have learned much about tipping points through observations of the natural world. But now researchers are starting to apply these lessons to “positive tipping points”: ways in which social and biological systems can fall into better states [Ot,Ta]. Farmer and others have called for more research on these [Fa], and it will be important to integrate them into the theory of system dynamics.
Conclusions
System dynamics seeks to be a general framework for thinking about both social and biological systems. It is still in the process of being developed: we have much more to learn about it. But it is already a useful tool for taking lessons from nature and applying them to the world we now inhabit. It is not so much a formalism for making long-range predictions about what will happen, as a way to find what can happen, and seek leverage points.
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