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SLIDES FOR UNIT ONE

SLIDES FOR UNIT ONE . INTRODUCTION, ORGANIZATION AS MACHINE . METAPHOR. P H A T. [what metaphors often are]. METAPHOR. H. A. T. P. Power of generative metaphors. Hold only one metaphor at a time. Ambiguity of all metaphors. Temporary advantage. GENERATIVE METAPHORS. L E D G E.

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SLIDES FOR UNIT ONE

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  1. SLIDES FOR UNIT ONE INTRODUCTION, ORGANIZATION AS MACHINE

  2. METAPHOR P H A T [what metaphors often are]

  3. METAPHOR H A T P Power of generative metaphors Hold only one metaphor at a time Ambiguity of all metaphors Temporary advantage

  4. GENERATIVE METAPHORS L E D G E [where generative metaphors take you]

  5. GENERATIVE METAPHORS L E D G E Loss of insight over time Eventually metaphors just wear out Deliberate choice "Giveth and taketh away" Easy way to "unfreeze" inquiry

  6. THE MACHINE METAPHOR M E S H [What the “gears” must do in machine metaphor]

  7. THE MACHINE METAPHOR M E S H Machine metaphor depends on redundancy Evangelical approach of Taylor Space program classic example: NASA “fail safe” Humans judged against standards of computers

  8. SLIDES FOR UNIT TWO ORGANIZATION AS ORGANISMS, BRAINS

  9. INFORMATION F L I P What information “does,” between domains

  10. INFORMATION F L P I Forms of information: numerous Limits of humans: bounded rationality Intertwine knowledge to produce results Process information because you can't (computers)

  11. EDUCATION SYSTEM B A S E Where corporations establish foothold

  12. EDUCATION SYSTEM B S E A Business likes commitment to education Appealing image: "learning" organization Surplus of information beyond just technical (machine) Exploitable metaphors

  13. ORGANISM METAPHOR T O N E Totality of organism metaphor sets this

  14. ORGANISM METAPHOR T O N E Things still have to work in order (like machine) Outcome same, but organism metaphor masks Nature encourages mutual independence Ecological approach too deterministic (like machine?)

  15. SYSTEMS SHOW What contrast open/closed does

  16. SYSTEMS S H O W Separation "internal," "external" questionable "Holy Grail" is open system Open/closed "back and forth" reveals insights Whipping boy: closed system

  17. SLIDES FOR UNIT THREE CULTURES, POLITICAL SYSTEMS

  18. CULTURE(S) D O O R Culture as “passage to inside.”

  19. CULTURE(S) O R D O Danger: symbols appropriated. Owned by its users, exclusively. Organic nature of culture. “Received truth” (all metaphors).

  20. CULTURE: INSIDER’S VIEW C R A M Lots of culture pushed into small acts.

  21. CULTURE: INSIDER’S VIEW A M C R Can’t decode subtleties using outsiders “Real experts” unlikely to notice or care Always plural, never singular More than meets the eye

  22. BASIS OF POLITICS P O W E R Basis of all political influence

  23. BASIS OF ALL POLITICAL INFLUENCE W E R P O Pluralism often masked by controllers. Offers “enemies everywhere” mindset. Who is “we”? “One voice” paradox. Every divergence seen as destructive. Retreat: “it’s just politics.”

  24. SLIDES FOR UNIT FOUR FLUX AND TRANSFORMATION

  25. ORGANIZATIONAL CHANGE S L A G (What change seems to generate)

  26. ORGANIZATIONAL CHANGE S L A G Some theories seem to defy common sense Logic of mutual causality Accepting change as inevitable, unavoidable Giving up: all will change anyway

  27. ATTRACTORS M A P S Points of interest on the terrain

  28. ATTRACTORS M A P S Making empowerment a center attractor Attractor patterns: sounds abstract, actually practical Provide focus on what is manageable Subtle, philosophical ideas

  29. PITFALLS OF METAPHOR F A C E D Weaknesses in metaphor must be faced...

  30. PITFALLS OF METAPHOR Faced with dysfunction, default to flux F A C E D Actor hasn’t will, desire, knowledge for big picture Can’t distinguish forest for trees Even when impossible, “things will work out” Downright depressing solutions

  31. SLIDES FOR UNIT FIVE DOMINATION, PSYCHIC PRISONS

  32. PURSUIT OF POWER GROW What power always does

  33. PURSUIT OF POWER G R O W Goal of all organizational theory? Rational as antidote to/cause of corruption? Open confrontation of issue: uncomfortable Wrongdoing: to admit a big step?

  34. CONSEQUENCES OF STRUGGLE H A RD Choices get to be this under metaphor

  35. CONSEQUENCES OF STRUGGLE H A R D Hardest question: can organizations even be designed? Alienation in machine metaphor: driving force? Rationality a two-edged sword? Dread, despair: what classical considers irrational

  36. THE HIDDEN AGENDA S I D E What you’re forced to choose

  37. WHAT YOU’RE FORCED TO CHOOSE S I D E Summon dark images that disturb people Issues are buried that need confronting Deeply buried issues brought to surface Ever be a truthful organizational message?

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