This chapter explores fundamental concepts and paradoxes related to organisational and systemic change. It shows how energy exchange causes changes, with transformations arising from interactions between system components. The chapter critically analyses the Good Individual—Bad System (GIBS) perspective, revealing inherent contradictions in this widely accepted approach to change management. It challenges the common practice of separating individuals from systems, arguing that humans simultaneously function as both collective unities and unitised collections. The discussion extends to the artificial distinction between systematic and random factors in change processes, demonstrating how these classifications are context-dependent constructs rather than absolute categories. The chapter also addresses the ethical implications of resource allocation in change initiatives, particularly when deciding between addressing widespread versus localised issues. The conclusion highlights limits to controlling material and immaterial energy, suggesting understanding system capabilities constraints is key to effective change management. This analysis helps professionals understand change better, navigating complex organisational transformations and avoiding simple fixes.