Systems that are closed feature minimal and fragmented authentic and functional interaction/communication. Sub systems in organisations can be closed to all or parts of the system surrounding them.

The reasons for systems closing, are the same as the reasons for ‘closing off’ at an individual interaction level. For example, when we don’t see eye to eye, are upset, feel unappreciated or lack trust, we can create ‘a wall’ to protect ourselves from whomever or whatever is causing us to feel this way. 

In the case of a leader who is displaying bullying behaviour, they will close the system to hide what is happening. The more bullying leaders there are, the bigger the closed system can get. A large closed system can take over an entire organisational system as the dominant culture. Good leaders can still exist in these organisations but in a minority position systemically and feel powerless so tend to get frustrated or burnout. 

There are teams and services that are achieving at a high level in their goals within their sub system but are not aligned at the greater organisational/system level. Regardless, resourcing and outcome potential will always be stifled by a closed system.

Energy will be wasted on the tension points existing that feed the dynamic of keeping the system closed. Innovation, creativity and wellbeing will be impacted.