This paper explores how organizational network structures influence cascading failure propagation and how embedded plasticity–rigidity cycles can create resilience and adaptability. Using real industrial examples from IT-telecom manufacturing, the study demonstrates how small disturbances in highly connected, overly lean (anorexic) supply chains can escalate into large-scale cascading failures, leading to “bulimia states” characterized by simultaneous excesses and shortages. The research introduces the concept of embedded plasticity – the deliberate integration of adaptable nodes and teams at multiple organizational levels – to dissipate disruptions and maintain performance stability. By analyzing typical network motifs such as bi-fans and bi-parallels, the authors identify the structural sources of ambiguity and competition that amplify systemic fragility. The framework includes the design of dual plastic-rigid team structures that align internal dynamics with external fluctuation patterns. These embedded plasticity cycles enable swift adaptation without compromising process quality or productivity. Appropriate levels of plasticity, strategically distributed across organizational sub-networks, are key to ensuring the robustness, flexibility, and continuous learning of complex, interconnected care systems.