Abstract

This paper examines the relevance of a systemic position in organizational development and change management. Drawing on systemic theory and constructivist epistemology, the study explores how systemic stance is perceived and enacted by practitioners accompanying change processes in organizations. Empirical data were generated through a qualitative systemic focus group interview with experienced systemic consultants. Findings highlight observer-dependence, lethological non-knowing, trust, transparency, and resource orientation as central elements of systemic stance. The results further demonstrate how systemic approaches might contribute to support participation, and foster sustainable change processes, while also revealing contextual boundaries such as limited voluntariness and predefined outcomes. The paper contributes to systemic organizational research by linking theoretical principles with empirical practitioner insights.