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But they also distort. But they also have limitations. Increating ways of seeing, they create ways of not seeing. Hence there can be no singletheory or metaphor that gives an all-purpose point of view.
Gareth Morgan 1 This is a two-part article: Images of Organization The central thesis of this book is that all theories of organisation and management are based on implicitmetaphor, and that metaphors play a paradoxical role: They say, In all aspects of life Morgan illustrates his ideas by exploring eight archetypical metaphors of organisation: If youwant an overview of Taylorism and time and motion studies; organisational needs analysis, open systemsand contingency theory; organisational ecology; cybernetic and holographic thinking; corporate culture;organisations as a collection of interests, conflicts and power; psychoanalytic theory; self-organisingsystems; Marxian dialectics; or framing and reframing, they are all in this book.
He splits the process into two stages. First he uses each of the eight metaphorsdescribed above as a frame through which to view the organisation and to produce multiple diagnosticreadings.
Then he engages in a critical evaluation of each reading to produce a storyline that bringsthem together in a meaningful way and implies a course of action.
Throughout, the principle is: Although Morgan is at pains to avoid asserting the supremacy of any given metaphor or theoreticalperspective, it is clear that he prefers a relativistic, self-organising approach to management. To managemultiple decentralised teams and projects, for example, he offers the metaphor of a spider plant.
You can use the metaphor of a spider plant or any other metaphor for that matter in the followingexercise: Select an organisational unit for the exercise team, department, project, company, etc. List as many of the characteristics of the spider plant as you can.
Spider plants beginto grow new shoots when they outgrow their pots. For each characteristic, identify where there are, and where there are not, parallels inyour organisational unit.
Consider how well the metaphor fits your organisation, and the new insights this creates. What are the differences between the newly designed and the existing organisation? What new insights for shaping management processes emerge? The central plant is being fed by the offshoots. You might realise step 4If this carries on the offshoots will die, and thecentral plant will suffer.
In fact it has already started to wither. The metaphor can now be used to create anew design step 5If the stems of the offshoots represent the flow of resources and values, they need tobe strong and healthy so that resources can flow both ways.
We could even use themto integrate the whole organisation. To find appropriate ways of seeing, understanding, and shaping the situations with whichthey have to deal. Whether you realise itor not, you, and everyone around you, are using metaphors all the time, and are taking decisions based onthose metaphors.
Morgan, Gareth, Imaginization, Sage, the big list of words >> attheheels.com a aargh abandon abandoned abbey aberdeen abilities ability able abnormal aboard abolished abolition abortion about above abroad abruptly absence absent absolute absolutely absorb absorbed absorption abstract absurd abuse abused ac academic academics academy accelerated acceleration accent accents accept acceptable acceptance accepted accepting.
Gareth Morgan 1 This is a two-part article: Part 1 draws on the ideas of Gareth Morgan, a pioneer in the use of metaphor to read, analyse and facilitate organisations to change.
May 22, · Gareth Morgan uses the spider plant metaphor to describe the most advanced highly effective organization. It's built from simple, easily reproduced building blocks.
Morgan calls it an, "example of an organizational style ideal for conditions requiring flexibility, innovation and change.".
Spider Plant found in: Chlorophytum comosum 'Variegatum' House Plant, Parrotia persica, Zinnia 'Red Spider', Aster 'Starlight Mixed', Juniperus.
An overview of Morgan's metaphors Morgan () distinguishes eight metaphors for organizations: machine, organism, brain, culture, political system, psychic prison, flux and transformation, and instrument of domination.
Each metaphor highlights other aspects of organizational life (see Figure ). The c-word, 'cunt', is perhaps the most offensive word in the English language, and consequently it has never been researched in depth.
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