What health systems can learn from the human body: MGHL student Isra AlBastaki on resilience and leadership

Growing up, I was always fascinated by the human body and the way organs work together, the discipline with which each plays its role, and the body’s natural ability to make it known when something is wrong. What fascinates me even more is how differently we, as humans respond to those alarms. Some of us brush them off until they demand attention, while others take action at the slightest sign of something unusual.

My professional journey began as a pharmacist, where I quickly learned about the delicate balance required to maintain health. Over time, I shifted into administrative roles, assessing how hospitals function and exploring ways to achieve the simple yet important goal of ensuring no harm comes to patients. From there, I began learning about performance of health systems and eventually became part of a team working to build an academic health system for my city, Dubai.

Throughout these experiences, my fascination with the parallels between the human body and organisations only deepened. Both are complex systems with interconnected parts that must work in harmony to achieve their objectives. Just as the body responds to triggers—subtle or severe—organisations also react to external and internal signals. Observing these reactions, whether in individuals or teams, has always intrigued me. I love observing how people respond to different situations and seeing patterns emerge that mirror biological processes.

This was reinforced during module two of my current programme, MSc in Global Healthcare Leadership (MGHL), which revolved around organisational resilience and strategic alignment. A key takeaway from the module was that resilience is not about simply withstanding pressure but about developing the agility to recognise, respond to, and grow from challenges. Just as a well-functioning immune system anticipates threats and mobilises resources before a crisis emerges, high-performing organisations establish mechanisms to detect creeping strains early and align their responses accordingly.

Interestingly, each individual responds differently to the body’s signals for help. While one person might notice and act on subtle cues, another might not recognise them until the imbalance becomes more evident. The same is true for organisations: some are quick to respond to early signs of strain, while others only act when the strain has significantly affected their operations. This is closely related to a concept of 'organisational creeping strains', which I also learnt about during module two. Organisational creeping strains refer to the gradual accumulation of pressures that can strain a system if left unaddressed. In the human body, creeping strains might manifest as chronic inflammation—small, persistent imbalances that grow into larger health concerns over time. Similarly, organisations that do not pay attention to minor stressors risk these strains compounding into broader inefficiencies. Just as the immune system relies on constant vigilance and timely responses to maintain harmony, organisations must actively monitor and address creeping strains to sustain long-term resilience.

My fascination with these ideas was reignited during a recent talk by Professor Yasmin Belkaid on 16 January 2025 at Dubai Health. Professor Belkaid, a ‘Great Arab Minds’ winner in medicine (2024), shared her insights into microbiota and biomes. She explained how external influences are integral to human health, shaping resilience and enabling balance. This immediately made me think about organisational ecosystems relationships that play a huge role in shaping success. Just as the body relies on harmony with its microbiota, organisations depend on strong, productive interactions with their external environments.

What strikes me most is the ripple effect of disruptions. A problem in one part of the body often affects others, just as challenges in one function or team can impact an entire organisation. This interdependence is both a strength and a vulnerability. Understanding it allows us to design systems that are both robust and responsive, qualities that are as crucial for organisations as they are for human health.

As a student, I'm constantly reflecting on how these biological principles can be applied to organisational contexts. It's not about creating a perfect system but about learning how to respond effectively to imperfections. By studying these natural systems and their elegant solutions to complexity, we can build organisations that don't just survive disruptions but adapt and thrive through them, organisations that, like the human body, turn challenges into opportunities for growth and resilience.