Do you remember playing Cat’s Cradle when you were younger – the game where people pass a piece of string between each other with a constantly evolving shape and pattern. In a recent workshop we used Cat’s Cradle and its loops and tangles and shifting shapes, as a metaphor for systems change. Systems have a shape and structure that is often held in its current form by a range of people and organisations. There is some tangibility to it, so some tension in the string, but it also depends on how tightly (or not) the current leaders are holding it, and how open they are to flex, change and adapt. And systems, whether we like it or not, won’t stay still for long, and just like in the game, a single move can begin to change the shape and function of the whole.
What are the lessons that we learned together about systems leadership from Cat’s Cradle:
Small Shifts: The Power of Pinch Points and Nudges
In Cat’s Cradle, you don’t need to pull hard to change the shape. One small move can shift the whole thing. Systems work is like that too.
It’s easy to feel like big change needs big action. But sometimes, it’s the tiny, well-placed nudges that unlock momentum – a reframed question, a different meeting format or a new connection. Spotting those ‘pinch points’ and leaning into them can be powerful. We don’t have to pull the whole system apart to make it move.
Have you ever tried one small change—just a shift in language or a change in who speaks first—and seen a room respond differently? That’s the kind of shift we’re talking about.
In systems leadership, we often refer to these ‘pinch points’ as leverage points. Donella Meadows said, “Leverage points are places within a complex system where a small shift in one thing can produce big changes in everything.”
Utilising leverage points means recognizing that complexity can paralyse thinking / decision-making and then identifying where small changes can lead to significant impact(s). Leverage points help find a starting point to intervene in the system in an impactful way.
Shaping or Shifting: Our Role in Systemic Change
Sometimes we’re the ones holding the structure in place. Sometimes we’re the ones trying to change it. And occasionally, we’re both at the same time.
One of the tricky bits of systems leadership is figuring out which role you’re playing—and which one’s needed. Are you giving the system stability or shaking things up a bit? Are you reinforcing the old shape or helping make space for a new one?
It’s not always clear, but being curious about your role in the moment can help you respond with more intention.
One useful lens for understanding your role in a system is the Diffusion of Innovations theory. This idea maps out how new ideas spread through a network, identifying five distinct categories that people tend to play: innovators, early adopters, early majority, late majority, and laggards.
Sociologist Everett Rogers, in his Diffusion of Innovations theory, even assigned percentages to each group. Just 2.5% of people are innovators – they’re the spark, introducing new ideas or systems into the network. Early adopters follow quickly, making up 13.5%. These are the influential connectors who validate and amplify the change – without them, innovations rarely catch on. The early majority and late majority, each about 34%, represent the critical mass – the tipping point where a new idea becomes the norm. Finally, the laggards, about 16%, are the most resistant to change. They’re the ones who might resist change and hold on to the current pattern until the new one becomes undeniable.
Roles in the system are fluid over time: a person may begin as an innovator before becoming the one maintaining the pattern. But there is great discomfort in not knowing which role you’re playing – and even more so in discovering you’re playing a role you didn’t intend to. So, take time to reflect. Which part of the shape are you? The tension holder? The anchor? The changer? Understanding where you sit in this system isn’t just insightful—it’s essential. Sometimes, someone thinks they’re shifting the shape, when in fact they’re anchoring it. Other times, just stepping back makes you the most influential player in the room. Every role has a ripple effect, just like a small shift in one loop of the string can transform the whole cradle.
Holding Tension Without Snapping
In both the system and Cat’s Cradle, tension is not only inevitable, it’s necessary. Without tension, the string sags. But if you have too much tension, it snaps. Systems leadership requires the art of holding the tension – between different perspectives, priorities and timelines.
The game only works when there’s tension in the string. Without it, the whole thing falls flat – literally. The string sags, the shapes collapse, and the back-and-forth rhythm stalls. It’s the pull from each person that gives the game its shape and motion. Without that dynamic tension, nothing happens. If nothing and no one pulls at it slightly, it just sits there – unplayable.
We must also remember that what looks like a static structure is actually full of potential energy. The tension is waiting to be redirected. That’s the hidden dynamism of systems – and of Cat’s Cradle.
The Art of Letting Go
At times, all of us can be the reason the system stays stuck. It can be hard to recognise, and difficult to acknowledge, but it’s true. The ‘cat’s cradle’ sometimes gets stuck on your fingers; it can be difficult to let go and pass the systems on to others for a while. Will they drop it, will someone else hold it into the right shape, do we believe their string pinch and movement will result in a new valid sensible shape?
We might even be “holding up” a structure we no longer believe in but just out of habit, fear, or a sense of duty. It may be attached to our identity, or we may feel a loyalty to it. But just like in Cat’s Cradle, if we hold on too long, nothing new can emerge. The system needs space to re-form, and that means we need to be willing to let go. Letting go can be a strategic act – not just release but making space. Holding on too long not only stops the game but can tangle the thread.
But what happens when someone in the system lets go too early? Letting go doesn’t mean dropping everything. It means stepping back at the right time, making room for others, and trusting the system to evolve.
Cycles of Insight
If you spend long enough working with systems you’ll start to notice patterns. In Cat’s Cradle, familiar shapes come round again, not exactly the same, but similar and recognisable.
The same issues crop up, the same tensions and dynamics. But often, they return in slightly different forms. This isn’t a sign of failure. It’s how learning happens. Each cycle gives us a new lens, a deeper insight, a better question. Sometimes pattern loop back not because we’re failing, but because we’re deepening. When we see the ‘cat’s whiskers’ shape again in the string, we think: Haven’t I been here before? But if we’re paying attention, we realise we’re encountering it with more understanding, more dexterity, more skill, and an ability to act more quickly and with more confidence.
The key is to stay in the work long enough to see the patterns and use them wisely. It is also important to see the value of ‘system memory’. Sometimes experienced players in the system can help others recognise these cycles sooner and therefore allow room for more growth. This is why sharing learning, coaching, mentoring and connecting with others trying to do similar things is so vital – we can help each other recognise the patterns and build confidence as to how we might act.
Feeling Our Way Forward
If we’re honest, most of the time, we don’t know exactly what needs to change. We might have a sense, a feeling, or a hunch; but putting it into words isn’t always easy.
And that’s okay.
Systems leadership often means experimenting in the dark. Trying something, seeing what shifts, and learning as we go. It’s not about having the perfect plan—it’s about being brave enough to move, even when the shape isn’t fully clear.
Sometimes your only option is to have a go – pull at a string and learn something from that decision. In systems leadership, clarity often comes after the fact. The trick is to keep moving with integrity, even when you’re not sure what the end shape is meant to be.
A Final Thought
The essence of Cat’s Cradle is a game of shared creation. One person moves, the other responds. Shared rhythm is essential. Shapes form, shift, and reappear. Systems leadership isn’t all that different. It’s not about controlling the outcome—it’s about staying in the tension, noticing the shape of things, and making just the right move at just the right time. Trust the principles, even messy shapes have purpose in the game’s flow. We won’t always like the shape that emerges. But if we stay in the loop, stay responsive, and keep sharing the thread, something new will always take form.
Consider what shape you’re helping to create right now. What one shift might you try?
Sometimes, that’s all it takes to help the system change.
