Risky places for crime are interesting real-life cases from a governance perspective because they often require balancing immediate crime reduction actions with long-term interventions. However, current organizational structures provide a series of obstacles to developing more sustained crime prevention. Beyond this, there are many situations where well-intended policies produce unintended and often adverse outcomes, what are often called system traps or systems archetypes. In this chapter, we illustrate situations when these problems create opportunities for action. The use of systems thinking is deemed crucial for addressing persistent problems, avoiding rigid long-term solutions, and empowering local practice to collaboratively bridge the gap between aspirations and reality.