ABSTRACT
We began this book by discussing the strengths and weaknesses of the systemic model. The continual search for meaning that is part of systemic practice provides a way of generating different perspectives. These can release the organization and its members from being stuck in their thinking. And, at a certain point, they need to capture the meanings and use them as a basis for action. At this time, life becomes binary—will we or won’t we decide this or that? It is perhaps in contrast with the relative comfort of the binary requirements of leadership and management that systemic thinking acquires its real value. And it may also make life more difficult, in that it may introduce more complexity and ambiguity into the system!
