Systems thinking also shows that small, well$-$focused actions can sometimes produce significant, enduring improvements, if they're in the right place. Systems thinkers refer to this principle as "leverage." Tackling a difficult problem is often a matter of seeing where the high leverage lies, a change which $--$ with a minimum of effortwould lead to lasting, significant improvement. The only problem is that highleverage changes are usually highly non$-$obvious to most participants in the system. However, with practice over time, leaders and managers can develop the skill to be able to see where leverage lies within systems. Unfortunately, research shows that only the top leaders in an organization have the vantage point from which to be able to see leverage points in a system.

$$ True

False