A good starting point is to consider IGOs from a systemic perspective. The systemic view posits that every organization relies highly on its context and must adapt to survive. To adapt, an organization must monitor its environment, differentiate itself, and identify survival niches. The dynamic relationship between an organization and its environment implies the existence of other organizations as a supra- system or even as subsystems. No organization can survive on its own; the systemic effect is crucial. It is impossible to predict or control events in the environment, and the outcome of an organization’s actions is ultimately the result of a series of interrelationships over which the organization has little control. Organizations are, by their nature, systemic creatures. Within an environment of states in an anarchic international order, IGOs must rely on a series of organizational strategies well weaved under a systemic rationality: differentiation, selection, feedback, and survival as priority. System theory has been a critical concept in international relations, with the idea that, despite the chaos, interactions and interdependencies create an international system. IGOs are important players under the international system, adding complexity, risks, emergencies, and hyper-differentiation dynamics.