Corruption and integrity failures persist not only because ‘rules are weak’, but because organisations and sectors behave as systems: actions in one area trigger reactions elsewhere, often producing repeating patterns over time. This systems map is designed to help policy makers and practitioners see why well-intended integrity measures can underperform: it makes visible the interdependencies that generate recurring failures, the vicious cycles that trap organisations into managing symptoms, and the leverage points that can help shift these cycles into virtuous, self-reinforcing improvements.