How Morgan uses eight organizational metaphors describe the change of culture or climate in an organization?

Answer 1

Machines Efficiency, waste, maintenance, order, clockwork, cogs in a wheel, programmes, inputs and outputs, standardisation, production, measurement and control, design Organisms Living systems, environmental conditions, adaptation, life cycles, recycling, needs, homeostasis, evolution, survival of the fittest, health, illness Brains Learning, parallel information processing, distributed control, mindsets, intelligence, feedback, requisite variety, knowledge, networks Cultures Society, values, beliefs, laws, ideology, rituals, diversity, traditions, history, service, shared vision and mission, understanding, qualities, families Political SystemsInterests and rights, power, hidden agendas and back room deals, authority, alliances, party-line, censorship, gatekeepers, leaders, conflict management Psychic Prisons Conscious & unconscious processes, repression & regression, ego, denial, projection, coping & defence mechanisms, pain & pleasure principle, dysfunction, workaholis Flux and TransformationConstant change, dynamic equilibrium, flow, self-organisation, systemic wisdom, attractors, chaos, complexity, butterfly effect, emergent properties, dialectics, paradox Instruments of Domination Alienation, repression, imposing values, compliance, charisma, maintenance of power, force, exploitation, divide and rule, discrimination, corporate interest.

Morgan recognises that people within organisations can describe their own metaphors and create new ones. He concludes, "The challenge facing the modern manager is to become accomplished in the art of using metaphor: To find appropriate ways of seeing, understanding, and shaping the situations with which they have to deal". 6 This is not some 'nice to have' tool, but an indispensable skill. Whether you realise it or not, you, and everyone around you, are using metaphors all the time, and are taking decisions based on those metaphors.