We usually think about solving a complex problem in three ways. First, we may consider a lens of single causality. We see the problem and effect, and we search for the one thing that caused it. Second, we might try to find the root cause of issue. During this analysis, we go deeper to try to determine the source of the problem, and the linear causes that are stacked above it. But in today’s brittle, anxious, nonlinear, incomprehensible (BANI) world, there is a more effective way to solve complex problems. Here, we aim to understand the webs of causality and how they mutually influence and shape each other.
Webs (and anti-webs) of causality
The ability to see webs of causality helps us understand the cause of the problem in a more holistic way. From there, we can use that information to generate sustainable solutions to adaptive challenges.
In April 2025, Systems Journal published From One Cause to Webs of Causality, an article by Cornell University professors Derek Cabrera, PhD, and Laura Cabrera, PhD. The Cabreras are noted systems scientists and founders of the Cabrera Lab, a theoretical and empirical research lab focused on the deep structure of thought and the systems of the real world.
Most systems people like me are familiar with webs of causality, a way to examine mutually influential causes of complex (also known as “wicked”) problems that create worsening issues. In their article, the Drs. Cabrera introduce a powerful framework that explains both the webs and what they call the “anti-webs” of causality. Anti-webs of causality actually help decrease the complex problem we’re attempting to solve, which makes them an incredibly powerful tool.
There are many great concepts presented in the Systems Journal article, including a practical, Nature-based way to identify a web of causality. One that I like in particular is demonstrated by a visual of two trees side by side.
One tree has a single root, like we might imagine the tap root of an oak tree looks like. The other tree pictured has a robust root ball with many roots extending in different directions. This root ball is a brilliant metaphor for webs of causality. As the authors note, trees don’t have only one root, and neither do problems!
Analyzing anti-webs of causality
Lately, I’ve tried to add the analysis and construction of anti-webs into my consulting practice, as well as into the volunteer roles I hold. When a wicked problem arises, I invite others to think about it in two ways. First, I ask them to build out the webs of causality for the issue. Next, we try to identify the anti-webs of causality that may diminish the complex problem.
Here’s an example:
Perhaps you chair a volunteer board. Like many in your shoes, you struggle with board member engagement. In this situation, you might ask yourself what the web of causality looks like. The meeting time and its content could be part of the web. Beyond logistics, you may want to consider evaluating an individual’s overall commitment to the board and the organization. Perhaps you could evaluate the required volunteer time, and whether possible over-commitments might also be part of the web. All of these things are likely to be mutually influential; building out this web helps us understand more about why there is an engagement problem.
The anti-web of causality takes us down a different thought path. Here, we suggest other strategies to address the engagement problem or more granular aspects of it, like meeting attendance. For example, the anti-web of causality might prescribe building stronger relationships between board members so they look forward to occasions where they can interact with each other. It could indicate a need to reinforce the profound impact of their individual board work or to articulate more clearly the shared higher purpose of the organization as a whole. In either case, board members may need a better understanding (and more consistent reminders) of why the work matters, now and in the future. In addition, softer benefits like trust, fulfillment, fun, and meaningful results could add more anti-webs of causality that help solve the problem.
Remember what’s under our control
Some webs of causality are outside of our control. Fortunately, many anti-webs of causality are things we can influence, whether we’re a board member, an organizational leader, a manager, or a team lead. The next time a tough issue arises, take a minute to acknowledge its complexity. Define as many webs of causality as possible. Then, I invite you to experiment with anti-webs of causality. See how it changes the way you solve the wicked problem.
Be sure to let me know what happens!
