The competitive advantage of a modern enterprise lies, among other things, in the functioning of its processes, their efficiency, relationships, and a systemic approach to both the internal and external environment of the company. Today’s economy is largely based on intangible values, human capital, and the mutual relationships between people. Knowledge of these factors and the ability to manage evolving systems of interconnections appear to be just as crucial today as the development of modern technologies.
Every organization is a system composed of numerous elements, such as employees, customers, products, services, mission, professed values, networks of partners, suppliers, sales markets, and so on. A system exhibits characteristics that differ from the mere sum of its parts. It can even be compared to a living organism, in which every cell is connected and individual cells influence the functioning of the whole. Individual systems have their own dynamics resulting from the connections and constantly changing relationships among all their components. When one element changes, that change simultaneously affects all the others.
This article presents the specificity of the systemic constellation method in organizations (conceptualization), indicates its possible applications, and highlights its advantages and limitations in the context of organizational management. In the systemic perspective, the fundamental paradigm is a broad and holistic view and examination of the organization. Systems theory was originally a biological theory and was later developed and expanded by cyberneticists and engineers (systems engineering). It also includes strands of social sciences such as sociology and economics. More recently, it has aimed at increasingly broad generalizations under the terms “systemics” or “general systems theory.” Today, this theory aspires to comprehensively explain the functioning of living organisms, societies, and technical/artificial systems. The organizational system that has become the central focus of this school of thought is the enterprise.
The Systemic Approach to Management
Many modern management theories are based on assumptions similar to those of the network (systemic) approach, identifying seven fundamental theoretical foundations:
- Whole and part – a system is a dynamic whole composed of diverse parts;
- Networked nature – refers to the relationships between parts or mutual interactions occurring between systems;
- Openness – no system functions autonomously and must adapt to external circumstances to survive in a dynamic environment;
- Complexity – systems can assume many different states over a given period in order to survive in a changing and largely unpredictable environment;
- Order – the whole is described by a known pattern; the system is created through rules that enable people to orient themselves within a given structure, understand the whole, and eliminate errors;
- Control (steering) – understood as the system’s ability to self-regulate, based on information (control is divided into steering and regulation);
- Development – understood as the learning process of the system.
At the same time, independently of systemic management theory, the method of systemic constellations in business and organizations has been developing dynamically for over 20 years and has gained popularity worldwide. It has been used by companies such as Daimler-Chrysler, IBM, McDonald’s, Microsoft, and BMW. The method was discovered and refined by the German psychotherapist Bert Hellinger, who applied it in short-term therapeutic interventions. It was later adapted to business needs and further developed by business consultants.
The method refers to the systemic level of organizational functioning, similarly to how an individual functions within a social system. Each of us is connected to various systems. The primary and original one is the family system, in which family members are linked by a range of different relationships and dependencies. The systemic constellation approach in organizations focuses more on managing relationships than actions, illustrating relationships between departments as well as team members, and contributes to the overall effectiveness of the organization.
Systemic constellations emerged from the phenomenological philosophical approach. The phenomenological method consists of observing and describing what is directly given and is characterized by an absence of preconceived assumptions. Therefore, in systemic constellations there is no predefined theory; what is available, such as the basic “laws of the system” are regularities discovered during work with the method.
The essence of the method lies in the fact that after the client defines the topic of the “constellation consultation,” people not directly connected to the situation are “used” to represent individuals or aspects of the enterprise. Bert Hellinger discovered that there is a phenomenon whereby people in no way connected to the constellation topic can access information about hidden dynamics, emotions, and events within the system. Hence, the method uses representatives, individuals who agree to represent people or aspects of the organization.
A trained consultant, also known as the facilitator, using verbal and non-verbal information from the representatives, reveals the image of the system, provides insight into operating mechanisms and hidden dynamics, and, with the client’s consent, initiates a process of change conducive to resolution. The systemic approach to management ensures greater clarity and simplicity of processes and relationships within the organization, creating a coherent and integrated management system.
The systemic constellation method is based on principles similar to those of systemic management theory. Knowledge of the laws governing a system is crucial for management. The first step in systemic consultation is to verify whether the laws that create order in the system are being respected. The most common source of problems in a system is precisely the violation of one or more of these laws.
According to systemic constellation theory, every organization functions properly if three fundamental laws (assumptions) are fulfilled:
- Everyone has an equal right to a place in the system – the principle of respect and recognition of competence;
- Within the system, there is an appropriate order/hierarchy of positions based on length of membership;
- In every exchange, a balance between giving and taking (costs and benefits) must be maintained.
Possible Applications of the Systemic Constellation Method
Organizational constellations make it possible to obtain essential information about a system in a surprisingly short time. The size of the system plays little role. The topic of a constellation may concern cooperation among numerous companies within a holding structure, as well as seeking answers to questions related to a small team with high staff turnover.
Examples of applications of the systemic constellation concept and method include:
- A diagnostic instrument – the method helps find solutions to complex situations within the enterprise system and its environment, clarify goals, avoid pseudo-goals, and develop new perspectives for action; it also provides systemic and often surprising insights into situations requiring solutions and/or decision-making;
- An instrument of change – effective when major organizational changes are required, such as creating a new organizational structure in which all managers have their place and work in harmony;
- Establishing new enterprises or making merger decisions – useful as a tool in designing new ventures and in negotiations;
- A recruitment tool, for example when hiring for key positions;
- A significant decline in employee engagement;
- Long-term difficulties with company profitability;
- Conflicts or stagnation in the development of company boards, partners, or management teams;
- Identifying and analyzing bottlenecks, such as departments being overloaded with work, understaffed, unclear organizational structures, blurred role boundaries, or insufficient coordination and communication;
- Organizational leadership and improving information flow;
- Behavioral change – the method helps change behaviors that generate unnecessary tension, such as lack of respect, coalition-building and deadlock, arrogant or rebellious behavior, or high employee turnover;
- Searching for realistic goals and aligning team members toward them, creating action strategies;
- Designating a successor in a family business;
- Examining one’s position within the organization;
- Creating a positive workplace atmosphere;
- Clarifying issues related to marketing, introducing new products and services, sales, and customer relationships;
- Testing or searching for new areas of business development.
Systemic constellations have been used for nearly 40 years in psychotherapy, psychological support, career counseling, and business. They are an “ultra-short-term” method, meaning that usually a single constellation is sufficient to reach the root cause of a problem and reveal a solution. Example applications include company restructuring, mergers and acquisitions, leadership changes, personnel changes, recruitment, marketing decisions, and organizational dysfunctions that are difficult to explain logically—such as high turnover, declining revenue/profits, low employee morale, customer issues, communication problems, internal conflicts, and burnout.
During a constellation, collective intelligence operates, helping to unravel highly complex issues in a transparent way—often too complex to be solved through analytical thinking alone. Furthermore, constellations facilitate identification of the authentic root cause of a problem without wasting resources on secondary issues. Crucial here is insight into where to begin, who in the system needs to change and to what extent, and which problems are primary versus secondary. Knowledge of the system as a network of interdependencies is essential.
During and at the end of the consulting process, the systemic constellation method works excellently for testing possible solutions, increasing the amount of available information before making decisions critical for the organization. For example, in the recruitment process, when several candidates meet all predefined criteria, systemic constellations can help select the best candidate whose competencies and way of working will best “resonate” with the organizational system. The same applies to selecting members of project teams or identifying who will perform best as a team leader.
Advantages of the Systemic Constellation Method
The concept of systemic constellations offers a holistic and symbolic approach to managing an organizational system. Solutions obtained through this method are clear and based on multiple actions of the systemic consultant. A constellation session requires the presence of only the company owner, department head, or employee affected by the difficulty and/or facing dilemmas. It is neither necessary nor advisable to involve all parties concerned, due to time efficiency, privacy, and the need to maintain neutrality for greater objectivity of insight.
Companies using the systemic approach and systemic constellation method value it for its simplicity, effectiveness, and excellent cost-to-result ratio. Examples include subtle issues such as a founder’s lack of humility and respect for work repelling customers, or a forgotten, disreputable event from the organization’s history whose systemic memory casts a shadow over the company’s ability to achieve higher profitability.
It is intriguing that participants in a constellation possess no information about the people they represent. This involves a particular flow of information that is neither verbal nor mental. It is unclear how such information transfer occurs, although certain concepts exist, such as Rupert Sheldrake’s theory of morphogenetic fields or selected models of molecular biology.
Relationships in constellations are usually multi-aspect, multi-level, and largely unconscious. Systemic constellations make it possible to reach this unconscious dimension, identify entanglements and disturbances in relationships with other system members, and initiate a process of “healing.” The success of implementing an appropriate strategy depends on employees; therefore, it is important to manage relationships effectively, fully utilize organizational potential, and improve processes as a source of competitive advantage.
This method allows hidden information about the system to be brought to light, supports changes in the area of human relations, and contributes to organizational health. Constellations help draw universal conclusions that restore order in organizations, support strategic and operational management processes, and provide rapid diagnosis in crisis situations. Remarkably, working with just one person from the company can trigger change throughout the entire system.
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Summary
The systemic constellation method in organizations is independent of origin, beliefs, or leadership styles, as it is based on universal principles that ensure coherence and clarity of a system composed of interconnected elements. The systemic perspective reveals intangible, psychological, and “energetic” connections, offering an alternative approach that can release energy and introduce order within both small and large, complex organizational systems.
The method is effective because it is alive and continuously applied in management practice across many developed countries, corporations, and SMEs alike. This approach is distinguished by speed, clarity, and simplification of processes, which is extremely important given the complexity, diversity, high dynamics, and unpredictability of today’s economic environment, where we are constantly threatened by information overload leading to organizational chaos.
Views expressed by Dominika Flaczyk, CEO, Founder, BusinessWell, Foundation of Social Participation, Grupa Profesja, Poland
