What if a company wasn’t just a structure, but a living organism?
From systemic theory, we understand that an organization behaves like a living being: it interacts with its environment, adapts to survive, and thrives only when there is balance among its parts.
Stability or change?
Every company needs a delicate balance between stability and instability. Without a minimum of order, there is no efficiency. But without some degree of change, there is no innovation.
Tip: Notice if your team lives in a “everything’s fine” bubble or in a “constant fire-fighting” mode. Both extremes create strain.
Who serves whom?
In healthy systems, the parts serve the whole. In companies, this means people and teams serve the organization—not the other way around.
Common mistake: Confusing the well-being of one department with the success of the entire company.
How do we know if there’s balance?
When giving and receiving are out of sync (time, recognition, effort…), tensions arise.
Tip: Ask yourself: Where am I giving too much without receiving? And where am I receiving without truly contributing?
How does the past affect the present?
Companies have memory. What goes unacknowledged or is silenced (a founder, a dismissed team, a difficult chapter) doesn’t disappear—it shows up in invisible dynamics.
Warning sign: When phrases like “we already tried that and it didn’t work” or “that’s how it used to be done” start to pop up.
Why do some roles not flow?
If someone hasn’t fully let go of a role, the next person can’t fully step into it.
Example: A leader who’s been promoted but keeps managing their old team blocks the authority of the new team leader—often unintentionally.
WHAT CAN YOU START DOING TODAY?
• Check if roles or responsibilities are unclear.
• Openly acknowledge past contributions—even the painful ones.
• Ensure belonging: even exits should be handled with respect.
• Honor your company’s roots: every organization has a story worth telling.
In short:
Using a systemic lens helps us see what isn’t visible—but is definitely felt. And when we name and realign those dynamics, the system—the company—breathes better.