In order to make sustainable change in complex social systems, it is necessary for people to work together as teams, organizations, and networks of organizations. However, many of the traditional ways organizations are structured and run are founded on more linear approaches that make it very difficult for these organizations to support non-linear, complex, and systemic efforts. This creates a dual challenge to a systems practitioner – both how to grapple with the complexity “out there” (in the social contexts in which they work) and to grapple with the complexity “in here” (in the complex organizations they work within). This thematic strand looks at good practice in the area of building organizations that can operate in non-linear and systemic ways. What are the needed attitudinal, structural, and transactional/behavioral qualities of a “systems-enabled” organization and how can we transition more linear organizations into ones that think and act in non-linear/systemic ways?