Cybernetics distinguishes between stable and unstable systems. Stable conditions can be steered and controlled. This is possible, because the fundamental patterns of their internal networks broadly remain the same. Conversely, this means that changes (as opposed to optimisation) are accompanied by a ‘process pattern change’ (P. Kruse). The linkage of an organisation’s network and decoupling, however, can only change if instability is allowed.
Therefore, an organisation must be able to handle instability, or consciously trigger it and decide whether it can allow a change in the processing patterns and its decision-making premises. Changes are always bound to a temporary instability. It is regulated afresh, what is networked, with whom and when, and were one can act and decide independently.
Organisational instability is usually linked to psychological insecurity, group-dynamic instability and new conflict systems. This means that all system forms are put under stress, not least an important reason why organisations are so hard to change.