“The fallacy of misplaced concreteness consists in treating abstractions as though they were real.”

— Alfred North Whitehead

We live under the illusion of control. Our institutions are structured, our policies measured, our goals SMART. Governance is imagined as a machinery of systems, inputs, outputs, and efficiencies. Yet everywhere, the ground is shifting, ecologically, politically, spiritually. The tools of command-and-control governance seem ever more brittle in a world that is relational, interdependent, and unpredictable.

In this essay, we explore how systems thinking, once seen as a progressive tool for navigating complexity, now often serves to flatten human life into manageability. We contrast it with a relational, process-informed approach to governance: one that treats the world not as a system to be controlled, but as a web of living relationships to be tended. And we ask: what does it mean to govern in a way that aligns with how reality actually unfolds?

Systems Thinking: A Promise and a Trap

Systems thinking emerged as a response to linear, reductionist approaches to problem-solving. It offered tools for understanding feedback loops, delayed effects, unintended consequences. But over time, it too became abstracted, misplaced concreteness in Whitehead’s terms.

In practice, “systems” language often conceals a logic of top-down intervention: map the system, identify leverage points, optimise performance. Human experience becomes data. Relationships become pathways. Context becomes background.

This mode of governance assumes the system is:

- Knowable from above

- Changeable through rational planning

- Stable enough to manage once optimised

But in reality, especially in public services, communities, and care systems, the world resists this logic.

The Cracks in the Machinery: UK, US, and EU Examples

In the UK, repeated attempts to reform the NHS through “system integration” have led to spirals of bureaucracy, data obsession, and decision-making removed from those who live the reality of care. In trying to “simplify” complexity, policy-makers often compound it, replacing real relationships with abstract service models.

In the US, behavioural economics has rebranded human decision-making as something to be nudged and optimised. But nudging presumes a passive subject, not a participant in co-creation.

Across the EU, grand policy frameworks struggle to touch lived realities. The language of resilience and sustainability is everywhere, yet citizens feel unheard and underserved.

What’s missing in each case? Relation.

From Systems to Processes of Becoming

Process philosophy teaches us that reality is not made up of static entities but of events in relation. What we call a “system” is in fact an ongoing negotiation of values, needs, meanings, and power. To govern well in this world is not to control systems, but to participate in their unfolding.

This means:

- Knowledge is never complete; it is perspectival and participatory.

- Change cannot be engineered from outside; it emerges through relationship.

- Evaluation must attend to experience, not just metrics.

- Leadership is not control, but care for the conditions of emergence.

In this way, governance becomes not a mechanism, but a practice of co-creation.

The Ethic of Care in Governance

Here, the ethic of care becomes essential, not as a sentiment, but as a practice. A discipline.

Joan Tronto identifies four dimensions of care: attentiveness, responsibility, competence, and responsiveness. These are also, we might say, the core practices of relational governance:

- Attentiveness: Seeing the world not through abstract models but through the eyes of those who inhabit it.

- Responsibility: Not fixing people’s lives, but being accountable for how our actions affect their unfolding.

- Competence: Valuing the skills of listening, convening, and sensemaking—not just the tools of control.

- Responsiveness: Being open to change, to feedback, to not-knowing.

This is not efficient. It is not fast. But it is true to life.

The Green Party and Relational Governance

The Green tradition has long challenged the abstractions of system thinking. It asks us to start where we are, to prioritise subsidiarity, local knowledge, and participatory practice.

Instead of policy built for people, it advocates policy built with people.

Rather than extract data, it seeks to cultivate dialogue.

Rather than efficiency, it values resilience, relationship, and regenerative design.

If you long for a political home that sees governance not as engineering but as accompaniment, Green politics may offer both a refuge and a field of action.

Inner Work and Outer Practice

Inner Work:

- Reflect on where you seek control in your work or leadership. What do you fear will happen if you let go?

- Notice where systems language distances you from real relationships.

- Practise sitting with the discomfort of not-knowing in situations that call for action.

Outer Practice:

- Host a conversation in your organisation or community that starts with lived experience, not metrics.

- Advocate for participatory processes in decision-making—citizen assemblies, listening events, open forums.

- Join or support movements working to shift governance from hierarchy to relation—from systems to story.

Closing Invitation

We don’t live in systems. We live in webs of relationship, in communities of care, in shared vulnerability. The more we try to manage complexity from above, the more we cut ourselves off from the wisdom of those immersed in it.

A politics of process invites us to govern as if life matters. To hold space for emergence. To listen before acting. To accompany rather than impose.

Not because it’s fashionable. But because it’s true.

Let us govern not through control, but through care, not through mastery, but through presence.

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