This chapter describes that the effective leader will be able to associate observed behaviors with the underlying feedback loops that generate those behaviors. By knowing which feedback loop structures create which system behaviors, the effective leader will have a good starting point for the consequence mapping exercise. The chapter shows that not all systems exhibit behavior that is easily identifiable with one of the types of behavior curves. It discusses that there are only two types of feedback loops: positive feedback loops that drive change in the same direction as the initial change, and negative feedback loops that drive change in the opposite direction of the initial change. The chapter also shows that feedback loops can contain delays between one element and another element. Feedback loops in larger systems tend to have longer delays and tend to be spread out over wider areas of the overall system.