About Systemic Coaching

The name “Systemic Coaching” is the latest denomination of a set of management tools that have evolved along the last 40 years, and specially in the last 12. As a new, non-consolidated discipline, it is called by various different denominations, such as Systemic Consultancy.

Systemic Coaching was born as a result of the application of the knowledge on systemic laws and human sub-conscious behaviour patterns, coming from the psychotherapy world, to the business context.

In its spirit, Systemic Coaching uses these tools in order to diagnose and solve business problems, as well as to provide for planning and strategy assessment.

Systemic Coaching uses several tools, the most famous of which is Organisational Constellations.



The access to the hidden tacit knowledge existing in any organisation, and any manager's mind, allows Systemic Coaching to provide for solutions and estrategic guidance in a wide spectrum of areas, such as:


Strategic issues

  • Serious conflicts between departments or organisations
  • Making strategic decissions
  • Definition and revision of business strategies
  • Mergers / Expansion
  • Outsourcing
  • Communication issues
  • Cultural Change
  • Mid/Long term projection
  • Organisational transformation
  • Adaptation to the Global Crisis situation
  • ...


  • Serious conflicts between people or departments
  • Personnel related decisions
  • Head hunting, recruitment, and keeping Human Resources
  • Stress and work environment
  • Motivation and Leadership
  • Communication
  • Competences and capacities
  • Staff reductions, lay offs
  • Impact of company mergers
  • Trans-cultural issues
  • ...


  • Setting the price schema
  • Selecting Mktg strategies
  • Customer management
  • Finding what your customers want
  • Relating with partners
  • Identity/Image
  • Sailing along turbulent markets
  • ...


  • Finance management
  • Investment selection
  • Maximising operational profitability
  • Managing providers
  • Project-level related issues
  • ....

Brief history


  • In the 60’ and 70’ there is a shifting from the analytic thinking to the systemic one, mainly at the psychology world, thanks to psychotherapists such as Gregory Bateson
  • In the 70’ and 80’ systemic thinking starts to be introduced at organisations. Here, the contribution of the MIT (Massachussetts Institute of Technology) is significant.
  • In the 80’, the English biologist Ruppert Sheldrake develops his Theory of the Morphogenetic Fields, which later on is used to explain the internal functioning of some aspects of Systemic Consultancy.
  • In the 90', Bert Hellinger (famous German psychotherapist) gives the first shape to the tool of Organisational Constellations, as an adaptation of his existing Family Constellations Therapy.
  • In the last 12 years, Organisational Constellations start to be introduced at public and private organisations, leaded by Gunthard Weber. Other researchers, such as Jan Jacob Stam, Matthias Varga von Kibéd, and Oscar Rodriguez help the continuous development and awareness of this field.
  • In any case, Systemic Consultancy and its tools still remain an elitist discipline. It is mostly yet unknown in most European Countries, except Germany, the source country, where some awareness on Systemic Coaching is starting to been achieved.

Main Bibliography       


Complementary Bibliography       



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  • Bohm, David (1992) Thought as a System, London: Routledge
  • Emery, Fred (1981) Open Systems Thinking, Harmondsworth: Penguin
  • Gladwell, Malcolm (2000) The Tipping Point, London: Little, Brown & Co
  • Midgley, Gerald (2000) Systemic Intervention, London: Kluwer Academic/Plenum
  • Oshry, Barry (1995) Seeing Systems, San Francisco: Berrett-Koehler
  • Senge, Peter (1993) The Fifth Discipline, London: Century Business


  • Doerhman, Margery (1976) Parallel Process in Supervision & Psychotherapy Bulletin of the Menninger Clinic, 40:1
  • Lewin, Kurt (1997) Resolving Social Conflicts & Field Theory & Social Science Washington: American Psychological Association
  • McTaggart, Lynne (2001) The Field London: HarperCollins
  • Parlett, Malcolm (1991) Reflections on Field Theory, British Gestalt Journal, 1: 69-81
  • Parlett, Malcolm (1997) The Unified Field in Practice, Gestalt Review, 1:1, 16-33
  • Roberts, Arthur (1999) The Field Talks Back, British Gestalt Journal, 8:1, 35-46
  • Watts, Duncan J (1999) Small Worlds, Princeton: Princeton University Press
  • Wheeler, Gordon (2000) Beyond Individualism, Cambridge MA: GIC Press


  • Beck, Don & Cowan, Chris (1996) Spiral Dynamics, Oxford: Blackwell
  • Bohm, David (1995) Wholeness & the Implicate Order London: Routledge
  • Fritz, Robert (1996) Corporate Tides San Francisco: Berrett-Koehler


  • Abram, David (1997) The Sensuous World. London: Vintage
  • Agor, Weston (1989) Intuition in Organisations. London: Sage
  • Cappon, Daniel (1989) Intuition. Toronto:Bedford House
  • Harman, Willis (1988) Intuition as the code word for global transformation. Geneva:19.02.88 Institute of Noetic Sciences Conference
  • Parikh, Jagdish (1994) Intuition. Oxford: Blackwell
  • Kelemann, Stanley (1981) Your Body Speaks Its Mind. Berkeley Center Press
  • Nuernberger, Phil (1992) Increasing Executive Productivity. New Jersey: Prentice Hall
  • Spinelli, Ernesto (2001) Embodied Theories. London: Continuum


  • Bohm, David (1995) Wholeness & the Implicate. Order, London: Routledge
  • Capra, Fritjof (1983) The Turning Point. London: Harper Collins
  • Laszlo, Ervin (1996)The Whispering Pond. Shaftesbury: Element
  • Prigogine, I. & Stengers, I., (1984) Order Out Of Chaos - Man's New Dialogue With Nature, New York: Bantam
  • Sheldrake, Rupert. The Presence of the Past, London: Fontana


  • Conklin, Jeffrey & Weil, William (1997) Wicked Problems 3M website
  • De Geus, Arie (1997) The Living Company, Cambridge MA: Harvard Business School Press
  • Krantz, J. & Gilmore, T., (1991) Understanding the dynamic between consulting teams and client systems, in Kets de Vries (ed) Organisations on the Couch, Oxford: Jossey-Bass Nevis, C., (1987), Organisational Consulting: A Gestalt Approach Cambridge MA: GIC Press
  • Nevis, Ed (1996) Intentional Revolutions San Francisco: Jossey-Bass
  • Rubenstein, M. & Firstenberg, I., (1999), The Minding Organisation New York: John Wiley
  • Stacey, Ralph (1992) Managing the Unknowable San Francisco: Jossey Bass
  • Stacey, Ralph (1996) Complexity & Creativity in Organisations San Francisco: Berrett-Koehler
  • Trist, E., (1979) New Directions of Hope: Recent Innovations Interconnecting Organisational, Industrial, Community & Personal Development, Regional Studies, 13:439-451
  • Wheatley, Margaret Leadership & the New Science, San Francisco: Berrett-Koehler