It is easily forgotten that it is not only people who are dependent on being attractors in their environment. Every infant would starve to death if it could not attract the attention of grown-ups. The same is true for organisations.
They, too, must find a way of finding resonance in the social environment, or within their own functional system. A university whose completion certificate does not find recognition and without connection to the educational system? A court without recognition of its verdicts? A firm without profit? A hospital without a place for its patients? It’s not possible. Therefore, understanding an organisation depends upon understanding the environment, in which it is supposed to be successful, just as much as the organisation ‘itself’!
People tend to see themselves as the environment of every organisation (“I am the customer!”) and so they overlook the multitude of practical constraints which arise from the connection of the organisation to further environments. No organisation in the economy can only orientate itself to the customer, they must pay due regard to tax laws, safety regulations, liability issues, customs regulations, accounting obligations, workers’ rights, rules on voting rights, competitors, suppliers etc. as well. This leads to the necessity for decision-making as portrayed in the guiding processes of organisational dynamics