By Eugene le Roux, FSAIRAC, and Eamonn Ryan
Now that we’ve seen the systemic roots of weak goal-setting, poor communication and aggressive leadership, let’s look at the remaining three dysfunctions – and how they, too, fit into a reactive and insecure management style.
Creating a ‘them and us’ culture may be insecurity in disguise. yanalya | Freepik
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Poor hiring decisions: when you don’t know what you’re hiring for
Good hiring depends on clarity – understanding what the job requires, and what kind of person can perform it. But in complex technical environments, hiring managers often don’t have the necessary insight to assess this properly.
They may rely on gut feel, flawed proxies (like degrees or industry buzzwords), or default to safe but underqualified choices. The result? High turnover, low engagement and poor performance – all due to system blindness.
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Creating a ‘them and us’ culture: insecurity in disguise
Why would any leader deliberately divide their organisation into cliques? Often, it’s not conscious. It stems from insecurity manifesting as arrogance – a kind of defensive posturing. The manager, feeling out of depth, begins to see challenge as threat, rather than opportunity.
This creates a tribal culture, where loyalty is valued over performance, and internal conflict is baked into daily operations. In system terms, it’s a breakdown in trust and alignment: two essentials of healthy organisational function.
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Resistance to change: a lack of confidence in the system
Change is risky. It demands experimentation, vulnerability and the ability to manage uncertainty. But when managers lack system insight, they fear what they cannot predict.
Rather than address weak processes or outdated structures, they cling to the status quo, hoping stability will compensate for a lack of understanding. Resistance to change, then, isn’t about stubbornness, it’s about fear.
A systemic problem needs a systemic solution
These six management behaviours aren’t random. They’re all symptoms of the same problem: leaders who lack system thinking, insight and confidence. They react rather than plan. They defend rather than connect. They manage what they don’t understand.
To fix this, organisations must:
- Invest in systems-thinking training
- Develop reflective management practices
- Encourage open, feedback-driven cultures
- Promote leadership that understands the full value chain
In short, we need fewer reactionary bosses – and more systemic leaders.
