Systems thinking is the discipline of looking at the whole: interrelationships instead of chains of cause and effect running in a line, and processes of change rather than snapshots. Put different people into one structure and they tend to get similar results (the beer game), so problems are looked for in systemic structure, the key interrelationships among variables that shape behavior over time, including how people make decisions from perceptions, goals and norms, rather than in individual mistakes or bad luck. Explanations work at levels of events, patterns of behavior and systemic structure, and only the structural level is generative. The real leverage lies in dynamic complexity (cause and effect subtle and distant, different effects in the short and long run), not in the detail complexity of many variables that most analyses and forecasts address.
The graph holds this control, the 0 it maps to, and the evidence behind each claim, over MCP and REST.