Family enterprise advisors are often trained through the lens of Bowen Family Systems Theory, which remains one of the most influential frameworks in the field. Yet advising complex business-owning families requires more than one conceptual tool. In this article, members of the FFI Systems Thinking Virtual Study Group explore how Salvador Minuchin’s Structural Family Therapy offers an actionable, present-focused approach to understanding family organization, boundaries, and hierarchy. By integrating Structural Family Therapy into advisory practice, consultants can expand their ability to diagnose systemic dysfunction and guide families toward healthier governance and relational continuity.

While Murray Bowen’s Family Systems Theory remains a foundational and invaluable framework within the family business advising field, a reliance on a single lens can unintentionally limit a consultant’s ability to fully conceptualize client dynamics and dysfunction. To offer a truly comprehensive and powerful intervention toolkit, advisors may benefit from integrating models from other family systems pioneers. Specifically, Salvador Minuchin’s Structural Family Therapy (SFT) serves as an impactful, complementary conceptualization framework that offers direct, actionable insights into the complexities of business-owning families.

Structural Family Therapy: A System-Focused Model

Structural Family Therapy, developed by Salvador Minuchin, is a paradigm-shifting approach that focuses on the hidden yet powerful organizational structure within a family system. Minuchin, whose early work included clinical engagement with delinquent children, quickly realized that individual change was often unsustainable without the direct involvement and restructuring of the entire family system.

The core tenet of SFT is that dysfunction often arises not from individual pathology but from a misalignment in the family’s organization. The goal of the therapist—and, by extension, the family business advisor—is to identify and restructure the system’s map to allow for greater adaptation and growth.

SFT is organized around four major, interconnected elements:

Rules

The often unstated, implicit, and enduring laws that govern behavior within the family system. In a family business, this could include unspoken rules about who can question the CEO’s decisions or who is responsible for initiating conflict resolution. When these unexamined rules are rigid or contradictory, they become sources of systemic strain.

Roles

The expected functions and behaviors of family members that contribute to maintaining family homeostasis. Dysfunction occurs when roles are misaligned. In a functional system, hierarchies are clear, and roles and boundaries are understood and respected. When a family member assumes responsibility for a role that is not theirs, it disrupts the homeostasis of the family and can lead to dysfunction and conflict.

In a family business, family members often wear many “hats,” and the potential for role confusion is high. For family business advisors, it is important to understand the expectations surrounding roles in a family system to facilitate clarity and prevent role confusion.

Boundaries

The invisible lines separating family members and subsystems (e.g., the spousal subsystem, the sibling subsystem, the parent-child subsystem). Boundaries are defined by who participates and how.

Rigid boundaries are overly strict and lead to disengagement and cutoffs (similar to a concept in Bowen Theory).

Diffuse boundaries are blurred, leading to enmeshment and a lack of autonomy, making it difficult for individuals to establish self-differentiation or functional independence.

Flexible boundaries are the ideal: clear enough to maintain separateness but permeable enough to allow for open communication and negotiation.

The challenge for family business advisors, as Minuchin’s framework highlights, is that these boundaries inherently become blurred as individuals cross between the family, ownership, and business systems (the three-circle model).

Hierarchies

The clear and agreed-upon lines of authority and decision-making power. SFT asserts that systems are healthiest when the executive subsystem (parents in the family, or leadership in the business) is in charge. Dysfunction can occur when the hierarchy is misaligned—for example, when a younger-generation nephew, as a new division head, is technically the boss of his older uncle, a seasoned employee.

Comparing Structural Therapy to Bowen Theory

While Bowen’s Family Systems Theory (often called Transgenerational Theory) provides a powerful lens for understanding multigenerational patterns and the importance of differentiation of self, SFT offers a distinct and practical focus on the immediate, observable interactional patterns and organization of the family in the present.

Focus: Bowen emphasizes the process of intergenerational transmission and emotional fusion; Minuchin emphasizes the structure of the current family unit, identifying where rules, roles, and boundaries are broken in the immediate system.

Visualization: While Bowen popularized the genogram (a map of relationships and multigenerational history), Minuchin utilizes the family map, which visually represents the system with a keen focus on the rules, hierarchies, and boundaries of the present structure.

Intervention: Both theories agree on the need for system change, but SFT is inherently more focused on actively restructuring the system. For an advisor, this translates into identifying a dysfunctional subsystem—such as a father and two daughters ganging up on the mother—and implementing concrete interventions to realign the parental executive subsystem.

Integrating SFT does not diminish Bowen’s utility; rather, it broadens the advisor’s perspective. Bowen helps the advisor understand why a family is structured in a certain way (historical, multigenerational, emotional process), while SFT equips the consultant with the direct tools to understand how the current structure is failing (rules, roles, boundaries) and provides a concrete roadmap for restructuring.

By understanding and applying the core tenets of SFT, family business advisors can offer a more robust, holistic, and systemically informed approach to advising complex family entities.

Applying Structural Family Therapy to Family Enterprise Advising

Family business advisors can draw on key elements of Salvador Minuchin’s Structural Family Therapy (SFT) to complement their work with enterprising families by developing a more nuanced understanding of family alignment, hierarchy, and boundaries. Minuchin’s framework directs attention away from focusing solely on individuals or isolated conflicts and instead invites advisors to assess the functioning of the system as a whole.

One practical application of SFT in advisory work is the use of visual family mapping. Although often compared to genograms, family maps differ in a key way: they are temporal in the present. Genograms emphasize multigenerational relationships and intergenerational patterns over time, whereas family maps focus on a defined group of family members and depict how the system is currently structured.

Family mapping makes visible the rules, roles, boundaries, and hierarchies that organize everyday interactions. These maps highlight patterns of alliance, disengagement, and exclusion that may not emerge through conversation alone. When family members create their own maps, advisors gain insight into how individuals perceive authority, responsibility, and relational proximity within the system, as well as where those perceptions diverge.

Through this process, advisors can identify the family’s operative hierarchy and assess whether it supports effective leadership, accountability, and decision-making. Structural challenges typically arise not from the absence of hierarchy but from unclear or contested roles and boundaries. SFT offers advisors a structured way to examine whether the existing hierarchy is clear and adaptive enough to support both current operations and future generations.

Structural Family Therapy also complements established family business frameworks, such as the three-circle model, by offering guidance on how structure is enacted and maintained. While defining roles, responsibilities, and rules of engagement for meetings is not new to family enterprise advising, SFT underscores the importance of consistency and reinforcement.

Clear boundaries between subsystems, explicit norms for interaction, and predictable processes for decision-making contribute to what Minuchin described as a “strong and flexible” structure—one capable of adapting to change without losing coherence.

Applying a case study to these forms of therapy helps illustrate them in practice within an actual family business structure. Consider the example of a large, diversified family enterprise spanning several business units, including a major sports franchise, a network of auto dealerships, and a portfolio of movie theaters and entertainment districts.

A Gen 1 to Gen 2 transition, triggered by the untimely death of the founder, prompted an in-depth analysis of the family’s structural challenges. Through an advisor-led engagement exploring rules, roles, boundaries, and hierarchies, it became apparent that there was tremendous dysfunction among the seven siblings inheriting the business.

Through careful mapping of the family’s operative hierarchy and the application of clear boundaries between siblings and subsystems, a family board of governors was established to create a predictable process of decision-making. This structure allowed the diverse personalities and talents of the siblings to make solid business decisions, leading to diversification of the enterprise under a professional management team and ensuring a successful transition to the next generation.

Key Takeaways for Advisors and Researchers

• Structural Family Therapy offers advisors a systems-based framework for understanding communication patterns, conflict, and boundary management in enterprising families.
• Techniques such as family mapping can enhance clarity around roles, hierarchy, and relational dynamics, providing actionable insights for advisors.
• Applying SFT principles can help families navigate shifting hierarchies and generational transitions with greater intentionality and resilience.

About the Contributors

Bernadette Watowich-Stead, ACFBA, CPC, is a Family Business Advisor and Professional Development Coach, specializing in family governance, rising generation leadership development, and continuity planning. Bernadette holds a BA from Loyola Marymount University, an Advanced Certificate in Family Advising from the FFI, and is a Certified Professional Coach through the ICF.