What does systemic mean?

System = Greek “together + stand”

The systemic way of thinking considers interdependencies among the elements of social systems, be it a family, an organisation or a different social system.
Every individual lives embedded in his or her own individual systems that are complex and dynamic.

Working systemically means to refrain from a one-dimensional way of thinking in cause and effect. The systemic approach is rooted in a range of scientific fields such as physics, biology, sociology, psychology and family therapy.

We would like to present several key “systemic” perspectives which are also relevant for how we think and act professionally:


The mobile perspective“…

… means seeing things in their context. This is associated with the idea that all elements of a system are networked, and that they mutually explain, stabilise and change in their specific character through interactions. The events within a system are linked, and these relations must be observed to explain behaviour and to get an idea of meaningful interventions.


The constructing reality perspective

…means the focus on (subjective) perceptions, not on supposed (objective) truths. The idea behind this is that realities are created by people’s perceptions of reality. This is based on the assumption that everyone observes the world through his very own individual “glasses”, shaped by his or her own origin, history and socialisation.


The resource and solution orientation

…refers to the concentration on finding solutions and utilising potential rather than finding deficits and resolving problems. What approaches and ideas could be helpful in coping with a problem? Or provide a good contribution to further development?



The aim of systemic consulting is to initiate long-term learning and development processes, and to accompany them. This enables organisations to become more viable, successful and efficient.
The aim of systemic coaching is to show new perspectives and behaviours, thus developing meaningful and coherent solutions to address the concerns and aims of the individual coachee.



You can find information that goes into more depth than this brief outline can in the following works, including:
Königswieser, R./ Hillebrand, M.: Ein­führ­ung in die syste­mische Orga­nisa­tions­bera­tung. Carl-Auer-Verlag, Heidelberg, 8. Auflage 2015.
Radatz, S.: Be­­ratung ohne Rat­schlag. Systemisches Coaching für Führungs­kräfte und Berater­Innen, Verlag systemisches Management, Wien, 6. Auflage 2009.