becomes an order of magnitude easier to solve, because we can approach the two subproblems differently and much more appropriately. We are no longer unknowingly attempting to solve two very different problems simultaneously." The paper discussed the two subproblems: "Change resistance is the tendency for a system to continue its current behavior, despite the application of force to change that behavior. "Proper coupling occurs when the behavior of one system affects the behavior of other systems in a desirable manner, using the appropriate feedback loops, so the systems work together in harmony in accordance with design objectives. … In the environmental sustainability problem the human system has become improperly coupled to the greater system it lives within: the environment. "Change resistance versus proper coupling allows a crucial distinction. Society is aware of the proper practices required to live sustainably and the need to do so. But society has a strong aversion to adopting these practices. As a result, problem solvers have created thousands of effective (and often ingenious) proper practices. But they are stymied in their attempts to have them taken up by enough of the system to solve the problem because an 'implicit system goal' is causing insurmountable change resistance. Therefore systemic change resistance is the crux of the problem and must be solved first." The proper coupling subproblem is what most people consider as "the" problem to solve. It is called decoupling in economic and environmental fields, where the term refers to economic growth without additional environmental degradation. Solving the proper coupling problem is the goal of environmentalism and in particular ecological economics: "Ecological economics is the study of the interactions and co-evolution in time and space of human economies and the ecosystems in which human economies are embedded." Change resistance is also called barriers to change. Hoffman and Bazerman, in a chapter on "Understanding and overcoming the organizational and psychological barriers to action", concluded that: "In this chapter, we argue that the change in thinking required of the sustainability agenda will never come to fruition within practical domains unless proper attention is given to the sources of individual and social resistance to such change. The implementation of wise management practices cannot be accomplished without a concurrent set of strategies for surmounting these barriers." John Sterman, current leader of the system dynamics school of thought, came to the same conclusion: "The civil rights movement provides a better analogy