It is possible to identify team systems from non-systems through the analysis of their composition. Systemity is achieved when roles are successfully organized to be able to coordinate their interactions with each other and the environment to produce output.

This coordination takes the form of:

  • an identifiable purpose of coordination
  • an identifiable structure
  • an identifiable set of relationships
  • identifiable roles
  • environmental interactions
  • predictable creation of output

According to the Omega Pattern, over time the team system will either achieve ideality or lose systemity. Systemity is a stable state in the short run but a transitional state in the long run. In the exceptionally long run all team systems will eventually lose systemity (people don't last forever).

Systemity is most interesting in the analysis for the insights it brings to the variety of different team systems roles that potentially exist across different parts of the system. Since there is no one-to-one relationship between roles and systems, it is highly likely that similar roles serve a variety of systems and supersystems. Identifying this relationship through analysis and being aware that it is reasonable to change roles, reuse roles, or create new roles specific to the desired output, can produce innovative and highly beneficial new team organizing solutions.