A study examined the phenomenon of burnout in social service agencies, approaching burnout as a symptom of organizational communication patterns rather than a characteristic inherent in or developed within a particular individual. Sixteen working teams (defined as three or more people in a person-oriented service, who are perceived as a team by their common function within the organization or by their institutional role) participated in the study--eight teams from northern Italy, and eight teams from the northeastern United States. Systemic interviews were conducted, and each team member completed the Maslach Burnout Inventory (MBI). The alternative research method used for this study of social systems integrated two systemic models of interaction--the Milan model, and Pearce and Cronen's communication theory. The content of the interview questions focused on the various relationships and hierarchical levels within the social service organization, and team responses were required. The study analyzed individual episode questionnaires, and then made an intersystemic comparative analysis of the teams in an attempt to recognize connecting patterns of logic. The application of this method shifted the study of social change (via the study of burnout) from an individually oriented focus to a focus on interactive patterns (i.e. what people do together). (Twenty-five references are appended.) (MM)