Two realities, one lesson: people build systems, not the other way around.

By Svitlana Chernyshova

On one hand, there’s a full-cycle Waldorf school in Italy, where my son studies. Thanks to its strong philosophy, openness, and the active involvement of parents, I have the opportunity to take part in or help organize school events.

On the other hand, there’s a Ukrainian company — a family business located close to active combat zones — where I’m helping to rebuild the management system. One world is peaceful and relatively calm, focused on trust and collaboration. The other is shaped by war, where there are no guarantees of safety, and the only constant is the need to keep moving forward.

And yet, both of these realities have something in common: they dream about the future, they adapt to today’s challenges — and they keep going. Each in its own way. Each using its own communication tools.

The Waldorf school, for example, goes to great lengths to maintain face-to-face communication. Parents are seen as an important part of the school’s management and development, and they are offered different spaces for interaction and dialogue. There are formal ones, like the monthly “Friends of the School” meetings, which are open to all parents — provided they attend in person. And there are informal ones, like the morning parent café, open from 8:00 to 9:00, where parents and school staff can meet. It’s run by a group of parent volunteers — those who have the time and energy to contribute to building the community.

There are also various “clubs” — for crafts, woodworking, candle-making, and more — all based on voluntary participation under two conditions: a genuine desire to contribute to building a community, and the ability to be there physically.

There are many meetings and events at the school, but the main communication channel (even though it’s a full-cycle school with around 400 children aged 3 to 20) is in-person interaction. The school avoids using WhatsApp, Telegram, or other group chats. Even parent-led class chat groups are discouraged — the school actively tries to persuade parents not to create them. The only official written communication channel is email.

Sometimes I’m genuinely surprised that anything can function without chats, instant messages, or urgent notifications. But it does. And not only does it work — it often impresses me. More than that, it inspires me. The school consiously invests its energy in real, personal conversations — where we talk not only about what was done, but also about how it was experienced, and what people felt. It’s a world of relationships. And that’s a critical part of education.

At the same time, this model has its limitations. Parents with limited availability may find it difficult to stay connected to the school life. Those who are more introverted or slow to adapt might find the “organized chaos” overwhelming at first — it takes time and energy to get used to it. Conversely, those who jump in enthusiastically at the beginning sometimes burn out before they finish what they started.

My other world is a Ukrainian family business. The company operates in sprint mode, always aiming to sell more, react faster, stay connected at all times. Its formal communication channels are all optimized for speed: email, Telegram groups, phone calls. Openness, quick thinking, and readiness to act — these are the ingredients of fast decisions. But often those decisions are fragmented, rushed, lacking depth. Expressive personalities thrive in this environment — it’s their natural habitat, full of momentum and movement! But for those who need structure, reflection, or steadiness — it is draining, and sometimes even painful.

I live in both of these realities. And I’m trying to find ways to be myself in each.

I try to adapt to them — but also to help them evolve. Because neither extreme is ideal. Giving up group chats altogether isn’t always the best decision — they can be a very efficient way to transmit information and save time. But chats don’t always lead to meaningful decisions either. Some conversations need to happen in person — sometimes even behind closed doors.

Communication is always a meeting of different personalities — people with different needs, fears, and ways of responding. For some, a quick message is the easiest way to ask a question. For others, a phone call or a casual coffee is more natural.

At Human Logic Academy, when we support people and organizations in building better communication, we always start with one thing: understanding human logic. We work from the foundation of core needs and fears — the elements that shape behavioral styles:

• Expressives want visibility and success. They feel more comfortable speaking than writing.
• Analyticals value professionalism and precision. They tend to think things through and often prefer writing over speaking.
• Drivers focus on results and speed. Conversations with them need to be goal-oriented and distraction-free.
• Amiables seek harmony and tend to adapt to others — often to avoid conflict or disappointing anyone.

With organizations, it’s a bit more complex. But even there — especially in family businesses — communication culture often mirrors the style of the owner or CEO. And when one dominant style overshadows the others, it can lead to blind spots, misunderstandings, or disengagement.

That’s why at Human Logic Academy, every conversation about organizational change starts with aligning leaders to recognize and respect different behavioral styles. Because social versatility — the ability to interact flexibly with different people — is what allows transformation to happen gently, yet effectively.

And that’s what helps organizations thrive — their businesses, their management teams, and their people.

Because in the end, people build systems. Not the other way around.