Dipl.-Päd. Renate Henning founded OSTO-Systemberatung GmbH in 1992. Shehas successfully handed over the company to the next generation, which uses theOSTO-system approach as the basis for her  consulting work in various companies.Today, she works as an independent consultant for companies, large hospitals, and public institutions.Prof. Dr.-Ing. Klaus Henning was a professor at RWTH Aachen University for 25 yearsand has supervised over 150 dissertations. Among other things, he was dean of theFaculty of Mechanical Engineering for several years, a member of the presidium of the Association of German Engineers and has been working as a consultant for complex transformation processes for decades.The authors have been working with organizations for many decades: many are looking for guidance on how to better understand and realign the complexity and dynamics of their specific business situation. In their consulting work, Renate and Klaus Henning use the OSTO system model, which they learned about from Heijo Rieckmann and have implemented and further developed in theory and practice together with many colleagues.

• Forwords.- 1. A world of growing turbulence.- Limits of perception and controllability.- 3. Dynaxibility - the ability to deal with dynaxity.- 4. Organizations between rationality and emotionality.- 6. How did the systemic understanding of organizations come about.- 7. Development of the OSTO system model as an orientation in dynaxity.

Dipl.-Päd. Renate Henning founded OSTO-Systemberatung GmbH in 1992. Shehas successfully handed over the company to the next generation, which uses theOSTO-system approach as the basis for her  consulting work in various companies.Today, she works as an independent consultant for companies, large hospitals, and public institutions.Prof. Dr.-Ing. Klaus Henning was a professor at RWTH Aachen University for 25 yearsand has supervised over 150 dissertations. Among other things, he was dean of theFaculty of Mechanical Engineering for several years, a member of the presidium of the Association of German Engineers and has been working as a consultant for complex transformation processes for decades.The authors have been working with organizations for many decades: many are looking for guidance on how to better understand and realign the complexity and dynamics of their specific business situation. In their consulting work, Renate and Klaus Henning use the OSTO system model, which they learned about from Heijo Rieckmann and have implemented and further developed in theory and practice together with many colleagues.

• Forwords.- 1. A world of growing turbulence.- Limits of perception and controllability.- 3. Dynaxibility - the ability to deal with dynaxity.- 4. Organizations between rationality and emotionality.- 6. How did the systemic understanding of organizations come about.- 7. Development of the OSTO system model as an orientation in dynaxity.

Dipl.-Päd. Renate Henning founded OSTO-Systemberatung GmbH in 1992. Shehas successfully handed over the company to the next generation, which uses theOSTO-system approach as the basis for her  consulting work in various companies.Today, she works as an independent consultant for companies, large hospitals, and public institutions.Prof. Dr.-Ing. Klaus Henning was a professor at RWTH Aachen University for 25 yearsand has supervised over 150 dissertations. Among other things, he was dean of theFaculty of Mechanical Engineering for several years, a member of the presidium of the Association of German Engineers and has been working as a consultant for complex transformation processes for decades.The authors have been working with organizations for many decades: many are looking for guidance on how to better understand and realign the complexity and dynamics of their specific business situation. In their consulting work, Renate and Klaus Henning use the OSTO system model, which they learned about from Heijo Rieckmann and have implemented and further developed in theory and practice together with many colleagues.

• Forwords.- 1. A world of growing turbulence.- Limits of perception and controllability.- 3. Dynaxibility - the ability to deal with dynaxity.- 4. Organizations between rationality and emotionality.- 6. How did the systemic understanding of organizations come about.- 7. Development of the OSTO system model as an orientation in dynaxity.