The viable system model as a framework to guide organisational adaptive response in times of instability and change

Purpose
The purpose of this paper is to analyse the convenience of the Viable System Model (VSM) as a framework to guide organisational adaptive response and resilience in times of instability and change.

Design/methodology/approach
A thought experiment based on the case study of an eco-village where a project based on action research was conducted following the introduction of the VSM.

Findings
This paper provides evidence of the efficacy of the VSM and its recursive structure to facilitate resilience and organisational adaptation and provides evidence of its advantages over conventional management tools to deal with uncertainty in complex environments.

Research limitations/implications
Based on a case study, the scope of this paper is limited and context specific. The comparison of tools is also limited to the ones related to the allocation of resources aiming to provide resilience, viability and adaptive response to critical events, used by the observed community.

Practical implications
The case study invites to revisit and discuss the fitness of conventionally used management tools to cope with complexity – from an organisational perspective.

Originality/value
This paper invites to a reflection on the nature of dominant management tools used in contemporary management to cope with complexity. This paper provides insights on the value of organisational cybernetics and its capability to guide organisations in times of instability and change while facilitating resilience and adaptation through the management of variety.