-27 2.9. Look for entry points and connections, while recognizing the limits of intervention Meaning of the principle - the basic idea Systems thinking recognises that social systems have a life of their own, are self-regulating and autonomous.41 Therefore, they cannot be directly controlled and/or changed from the outside but change needs to happen ‘from within’. This brings a helpful realistic understanding of what external actions/interventions can actually achieve. This does not mean, however, that we cannot induce any change from the outside but rather it highlights the need for such interventions to be very carefully and strategically conceived and implemented. Against this background, a systemic approach can offer innovative ways of strategizing: • It explicitly searches for high-leverage interventions which use limited resources for maximum and lasting improvement.42 • It tries to identify and/or create ‘windows of opportunity’ for policy changes, e.g. in the course of dramatic events which highlight the significance of a problem or when favourable political constellations develop.43 • It pays specific attention to presenting and framing of communication in order to enhance its connection with and acceptability44 to the target audience (e.g. the authorities, media, the general public).45 • At the same time, systemic thinking is weary of quick fixes or attempts to solve problems by increasing pressure, which might have adverse unintended consequences. • Importantly, systemic thinking helps differentiate between different modes of interventions according to where the problems are located along the dimensions of the iceberg – model. In addition to ‘technical’ changes on the surface, it explicitly envisages change of patterns, paradigms and culture.46 41. Adapted from Birk/Suntinger, 663. 42. Stroh, 2. 43. BIM/HRIC, 97-98. 44. Königswieser/Hillebrand, 37, speaks of „connective ability” as a principle for systemic consulting processes. 45. E.g. framing human rights abiding police behaviour as police ‘professionalism” has proved to be helpful in police trainings; for other examples see BIM/HRIC, 98. 46. Seliger, 100. See also the discussion of ”levels of analysis” and corresponding “modes of action” in Daniel Kim, Introduction to Systems Thinking (Pegasus Communications Inc. 1999) 17. Systemic Thinking in Preventive Human Rights Monitoring