Using Metaphors to Diagnose Organizational Dysfunction

Transcription

1 Using Metaphors to Diagnose Organizational Dysfunction Jane Davidson, Western Michigan University Paper presented at the Society for Applied Sociology Conference New Orleans, LA October, 2003 Source Acknowledgement The metaphors presented in this presentation are drawn from Gareth Morgan s excellent book, Images of Organization highly recommended for the bookshelf of anyone who works in organizational settings. In each case I have listed some of the features I look for an questions I ask when applying each metaphor to the analysis of organizational functioning/dysfunction. 1

2 Overview Why metaphors? Using metaphors for diagnosis of organizational dysfunction seeing organizations as Machines Organisms Brains Political Systems Psychic Prisons Systems in Flux Instruments of Domination Why Metaphors? The blind guys and the elephant Multiple angles => closer to the truth Ineffective managers and consultants See things only from one fixed standpoint Are blind/resistant to other perspectives Effective managers and consultants Use diverse perspectives for insight Are more effective at solving problems 2

3 Organizations as Machines The machine bureaucracy Interlocking parts that work together Clearly defined roles Efficiency Repetition Fixed rules and regulations Do the systems and processes work like a well-oiled machine? Do the machine-like features allow insufficient flexibility? How is the organization too machine-like? Organizations as Organisms Living entities that are born, grow up, die Dependent on adaptation to environment Darwinian view: Survival of the fittest Different species suited to different environments How well is the organization suited to its environment? Does it adapt well to external change? How well does it adapt and grow relative to competitors? 3

4 Organizations as Brains Information processing Organizational learning Intelligent and challenged organizations Cognitive theories helping organizations anticipate the future Does the organization learn effectively from its successes & failures? Does it have a way of creating memories of the future that will help it survive? Organizations as Cultures The way we do things around here Rites and rituals of organizational life Culture clashes (subcultures, mergers, professions) Is the culture a strong enough glue to hold the organization together? How effectively are newcomers socialized? How well are culture transitions managed? 4

5 Orgs as Political Systems Different sets of interests Conflicts between factions Turf protection Power plays Saving face Who has a vested interest in the success or failure of [project X]? How can politics and power be managed in a way that allows the stakeholders to save face? Orgs as Psychic Prisons People trapped in destructive thoughts or belief systems Unconscious preoccupation with control Dysfunctional relationships and systems Paranoia and other disorders What aspects of the organization trigger repeated destructive behavior? Are some practices really obsessivecompulsive? Which relationships seem psychologically dysfunctional? 5

6 Orgs as Flux & Transformation Self-producing systems replication Chaos and emergent order Circular flows amplifying loops What happens when order is not imposed? What amplifying loops exacerbate a problem or limit positive change? Instruments of Domination Exploitative aspects of corporate life Employees Host communities Power systems that benefit a certain few Unquestioned assumptions about how people are to be used/exploited Feminist and other perspectives that challenge the power systems 6