Change action can usefully be categorized as focusing on two levels. The vast majority of initiatives are “Reform” (see: Three Types of Change) rather than “Transformation”. Reform actions have very substantial assumptions that can limit their effectiveness. For example, enormous effort is put into changing policies, with the assumption that the policy system is actually capable of both adopting and implementing the policies needed. Sometimes this is true, sometimes it is not.

Questioning these assumptions reveals deep systems that hold the current unsustainable and unjust system in place. The concept of “deep systems” arose from asking dozens of transformation agents “what is holding your transformation efforts back from being even more successful?” This was followed by an initial definition of deep systems, working groups formed to address them, and review of recommendations of major reports such as the IPCC’s climate change assessments. Deep systems challenges require collaborative, transformation system strategies since changing them is well beyond the ability of one initiative or organization. These are summarized in the Table below and depicted in the Iceberg Model of the Figure.

1. Narratives:  Stories and advocacy to mobilize action for sustainable landscapes tend to be statistically driven. Narratives that engage heart, mind and pocketbooks are required.
2. Measures:  Metrics for progress are usually project or species focused with an accountability and evaluation perspective. The complex interactions of change efforts require a transformation system focus with a learning perspective. 
3. Innovations:  Tech-focused innovation can often produce undesirable social and environmental impacts, such as electronic waste, division between haves and have-nots and social alienation. This raises the need for new types of innovation systems that (1) address potentially negative sides to innovations, (2) include “social” innovations” such as with creating new institutions, and (3) include a range of activities that reflect identifying the innovation itself is only one part of the innovation task: it includes, for example, developing a supportive maintenance infrastructure and popularizing widespread adoption. 
4. Financing:  Fundraising is undertaken in support of action, with the focus usually on foundations and governments and applicants placed in competitive relationships. Ecosystems for financing transformation are required to transcend problematic finance power dynamics and are embedded in equity and sustainability concerns.
5. Collective Action (Governance): Policy change efforts are often thwarted by the governance systems of policy creation. Status quo interests often intervene to prevent policy change. This suggests the need to change the governance systems themselves. But the need for such change is not restricted to government – it extends to all organizations. 
6. Deep Collaboration Relationships:  When most people speak about collaboration, they actually are talking about cooperation and coordination.  The complexity and scale of transformation require deep collaboration. Such collaboration requires shifting dominant mental models, patterns of perception, interpersonal relating and group development from linear to whole systems approaches and from largely competitive to collaborative and synergistic action. Developing powerful T-Systems requires learning new collaborative, listening, and actions skills