This article explores organizational resilience from a systemic perspective, formulating the Viable System Model (VSM) as a closed-loop control system. The research emphasizes that resilience depends not only on an organization’s ability to manage disruptive events but also on its capability to effectively handle low-level disturbances (LLD). These disturbances, which include internal daily events such as personnel changes or minor errors, can significantly influence an organization’s response capacity to major crises if not properly managed. The study highlights the role of autopoiesis in individuals within organizations and how this phenomenon impacts organizational stability. Using VSM and Dynamic Systems Control Theory (DSCT), the paper proposes a theoretical framework to understand how information flows and control structures affect organizational resilience. Finally, it underscores that active employee participation and proper information management are key factors in building more resilient organizations.