Firstly, a systems analysis is always determined by the knowledge level of the analyst. For this reason such analyses tend to be ever-growing as the analyst's knowledge increases, and become unmanageable. Managers should keep control over this growth by incorporating foci in their description. The systems-approach should always be balanced by sufficient focus on components, e.g. the various departments or the administration within the arts centre. Secondly, not all components of a system are equally important to the immediate tasks of management.
Systems have a core and a periphery.
For example, although fiscal procedures at a national level eventually affect funding at the local level, managers of the community arts centre need not know all the detail of such procedures. However, they must be aware of this reality, and be able to locate sources of this type of information when required, e.g. who is the contact person in the local government's treasury or planning department. Lastly, the dynamic nature of a system could undermine the stability of the arts centre. Continuous adaptations could alienate staff and community from the institution, and prevent long-term programme development.