Newer Systems TheoryNeurowissenschaft

Our understanding of organization and the systemetic organizational consultancy connected to it, is based on the findings of the renowned social scientist and co-founder of the newer system theory, Mr. Niklas Luhmann.

We grasp organizations as one very specific type of social system that has been brought forth during the past centuries of social evolution. It concerns social structures that are constituted around the acts of handling social problems. Handling these problems require the coordinated collaboration of numerous responsible work-sharing persons as well as the mobilization and deployment of extraordinary resources.
Since rendering and further development of these types of individual services, or of private social structures such as a family or household is not possible, modern society’s reproduction resorts to organizations and is dependent upon their effectiveness. Hence, an alternating, stimulating coherency between the overall social developmental dynamics and the characteristic of perpetually new structures of organizations. The varieties of organizations continuously create new problems, which in turn, initiates the creation of further organizations.



In this sense and as a means of self-preservation, organizations are social systems continuously seeking assignments, objectives and purposes which can be deployed to continue their operative actions, and if required, are changed to preserve their own further existence. As social systems, organizations render solutions for problems outside of their structure and organizations derive their reason for existence from them. This circumstance forces organizations to carry out a characteristic balancing act between incidents outside of and within those organizations. Organizations usually develop fixed boundaries to deal with these internal and external differences. With the help of delineation, organizations are capable of creating a protected interior space, in which structures, processes, principles, routines, rules and standards are stabilized and where various environmental events are not capable of impacting or changing the organization’s interior space.

When dealing with external problems, organizations tend to act in a highly selective manner as they fall back on their previous learning history. In other words, the resulting observation and evaluation patterns, anchored in their learning history, are used for processing information and making decisions. This can lead to the fact that changes within their relevant environments are not recognized on time and the organization risks shifting into a situation of distress.


The observable changes in those relevant environments call upon organizations and managerial levels to develop new concepts of thought and steering, to adequately recognize and process the organization’s interior complexity. With our understanding of organization and our resulting concept of foresighted self-renewal, we help identify organizations’ “blind spots”. We sharpen a company’s awareness concerning the relevant environments and reveal unrecognized opportunities, threats and courses of action. Thus, we promote a company’s capabilities and potential as it independently and foresightedly develops itself further as well as appropriately dealing with growing challenges.

Learn more about “Foresighted Self-Renewal” under our Consultancy Topics. Should you have any questions, our competent consultant team is at your disposal. Schedule your free, personal online-dialogue now.

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