Citerank: (10) 352281Changes required across many different policy areasObesity has to be seen as not just a technical, food, physical activity or healthcare problem but a challenge for what sort of society is being built. Small, incremental, publicity-driven (i.e. social market-based) changes might suit the existing balance of policy interests, but a more extensive, co-ordinated, cross-sectoral action would be more effective.1198CE71, 352797Definitive evidence is often difficult to obtain"When dealing with complex systems it is rarely possible to obtain the sort of evidence that would be required in science, engineering or clinical trials. As things stand, the overall evidence base on how to tackle obesity is limited, and what evidence there is on effective approaches is skewed towards short ‘visible’ interventions at an individual and consumer level." [1]118FF4888, 352798Relational complexity of problems makes them hard to grasp as a wholeObesity is a complex, systemic issue with no single or simple solution. Within complex systems it is normal for there to exist a complex network of causes that frequently feeds back on itself. The systems that have been modelled mathematically indicate that the overall behaviour of the system is determined by the structure of these interactions (in particular feedback loops and delays) rather than the values of any particular variables or parameters. [1]118FF4888, 352799Need to appreciate and incorporate multiple perspectivesA second dimension of complexity requires an appreciation of the different perspectives used by agents and agencies within the system (pluralism). Most of the population, including many experts and scientists, are not able to dis-identify from their own perspective sufficiently to be able to appreciate other people's perspectives fully. Until all the key perspectives are incorporated into a study then any analysis will be partial and any intervention likely to fail. [1]118FF4888, 352800Desire for solutions undervalues real improvementsWhen dealing with complex human systems it is necessary to focus on improvements, not solutions. Sustainable change takes place slowly and as the result of co-operative action by large numbers of agents and agencies within the system. [1]118FF4888, 399558Changes required across many different policy areasObesity has to be seen as not just a technical, food, physical activity or healthcare problem but a challenge for what sort of society is being built. Small, incremental, publicity-driven (i.e. social market-based) changes might suit the existing balance of policy interests, but a more extensive, co-ordinated, cross-sectoral action would be more effective.1198CE71, 400056Institutional inertiaIn most human activity systems a change in the functioning of the whole system requires a significant number of people within the system to change; they may have to change some or all of their habits, behaviour and values. 118FF4888, 400077Definitive evidence is often difficult to obtainWhen dealing with complex systems it is rarely possible to obtain the sort of evidence that would be required in science, engineering or clinical trials. As things stand, the overall evidence base on how to tackle obesity is limited, and what evidence there is on effective approaches is skewed towards short ‘visible’ interventions at an individual and consumer level.118FF4888, 400079Need to appreciate and incorporate multiple perspectivesA second dimension of complexity requires an appreciation of the different perspectives used by agents and agencies within the system (pluralism). Most of the population, including many experts and scientists, are not able to dis-identify from their own perspective sufficiently to be able to appreciate other people?s perspectives fully. Until all the key perspectives are incorporated into a study then any analysis will be partial and any intervention likely to fail.118FF4888, 400080Desire for solutions undervalues real improvementsWhen dealing with complex human systems it is necessary to focus on improvements, not solutions. Sustainable change takes place slowly and as the result of co-operative action by large numbers of agents and agencies within the system.118FF4888

When change requires you to challenge people’s familiar reality, it can be difficult, dangerous work. Whatever the context, whether in the private or the public sector, many will feel threatened as you push though major changes. But as a leader, you need to find a way to make it work.

Ron Heifetz first defined this problem with his distinctive theory of 'adaptive leadership' in Leadership Without Easy Answers. In a second book, Leadership on the Line, Heifetz and coauthor Marty Linsky highlighted the individual and organizational dangers of leading through deep change in business, politics, and community life. Now, Heifetz, Linsky, and coauthor Alexander Grashow are taking the next step: The Practice of Adaptive Leadership is a hands-on, practical guide containing stories, tools, diagrams, cases, and worksheets to help you develop your skills as adaptive leader, able to take people outside their comfort zones and assess and address the toughest challenges.