Organizations are not machines. They have a structure and goals like a machine. But an organization is both mechanistic and organic. They exist as communities of people interacting within a given context (these are living systems). These often exist as “communities of practice” which are webs of informal channels and networks. Because of this dual nature, organizations cannot be directly controlled through directives but influenced by meaningful disturbances and guiding principles.

A systems thinking leader should ensure the formal networks of an organization leverage informal networks for learning, creativity, and innovation. They should facilitate the emergence of novelty by creating conditions where creativity can emerge. Do this by building and nurturing networks of communication that take in new information, learn from it, and distribute it. Create a learning culture of openness, support, and curiosity and novelty (new structures and processes) will emerge organically.