As we are nearing the end of the first 25 years of the 21st century. What is increasingly noticeable is the growing dysfunction and pathology of big systems and of their elements, including – given the omnipresent interrelations and interdependencies – entire masses of smaller entities, together with micro- and family businesses. The author asks a question of whether it could be reasonable to consider returning to some of the assumptions, instruments, and methods adopted within the framework of the systems approach from the 1950s, 1960s, and 1970s, which was originally
conceived and created to treat big systems. Do the achievements made in the field of research in recent decades make it possible to bridge the cognitive gaps that determined the failure of the systems approach in the past century? These gaps are mainly the social mechanisms of functioning of organised systems. There is absolutely no doubt that we have seen huge progress in this domain, mostly thanks to interdisciplinary research and research conducted in recently-emergent “hybrid” disciplines like economic or organisational sociology and psychology, sociology and psychology
of management, behavioural economics, behavioural finance, contemporary political
economics, but also hybrid legal sciences such as: economics, sociology, and politics of law, political sciences and strategic analyses. The author argues that we need an attempt of a certain reactivation of the systems approach in the context of diagnostics and treatment, meaning a redesign of entire organisational systems– or dynamic connections in a networked structure, actually. It is necessary to modify the classical procedure of systems analysis and adapt it to the specific nature
of the changeable networked structures of the 21st century.