Organization Metaphors - Revision history

Flc at 23:19, 15 September 2025

2025-09-15T23:19:50Z

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			=Introduction=
	The conceptualization of what a performing organization stands for is changing as the view of it evolves through new metaphors<ref>Morgan, G. (1980) Paradigms, metaphors, and puzzle solving in organizational theory. Administrative Science Quarterly, 25, 605-622.</ref> Here is a brief analysis and list of a few of them.		The conceptualization of what a performing organization stands for is changing as the view of it evolves through new metaphors<ref>Morgan, G. (1980) Paradigms, metaphors, and puzzle solving in organizational theory. Administrative Science Quarterly, 25, 605-622.</ref> Here is a brief analysis and list of a few of them.

Flc at 23:19, 15 September 2025

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	~~[[File:Performance_Group.png\|right\|450px]]~~

	The conceptualization of what a performing organization stands for is changing as the view of it evolves through new metaphors<ref>Morgan, G. (1980) Paradigms, metaphors, and puzzle solving in organizational theory. Administrative Science Quarterly, 25, 605-622.</ref> Here is a brief analysis and list of a few of them.		The conceptualization of what a performing organization stands for is changing as the view of it evolves through new metaphors<ref>Morgan, G. (1980) Paradigms, metaphors, and puzzle solving in organizational theory. Administrative Science Quarterly, 25, 605-622.</ref> Here is a brief analysis and list of a few of them.

Flc: /* Generalities */

2025-08-15T17:16:48Z

Generalities

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	Metaphors, however, do not venture into how individuals function and interact, but by means of their intellect and bounded rationality, with little consideration of their emotions. Metaphors help shift the focus from individuals to the quality of the collective output, but abstract individual nuances, preventing us from understanding how each individual behaves, adapts, and performs in the system.		Metaphors, however, do not venture into how individuals function and interact, but by means of their intellect and bounded rationality, with little consideration of their emotions. Metaphors help shift the focus from individuals to the quality of the collective output, but abstract individual nuances, preventing us from understanding how each individual behaves, adapts, and performs in the system.

			=Metaphors=
	Here is a list of metaphors used for helping understand organizations, their components, relationships, and people, with a particular focus on some of those components depending on the model.		Here is a list of metaphors used for helping understand organizations, their components, relationships, and people, with a particular focus on some of those components depending on the model.

Flc at 17:16, 15 August 2025

2025-08-15T17:16:07Z

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	[[File:Performance_Group.png\|right\|450px]]		[[File:Performance_Group.png\|right\|450px]]

	The conceptualization of what a performing organization stands for is changing as the view of it evolves through new metaphors<ref>Morgan, G. (1980) Paradigms, metaphors, and puzzle solving in organizational theory. Administrative Science Quarterly, 25, 605-622.</ref>		The conceptualization of what a performing organization stands for is changing as the view of it evolves through new metaphors<ref>Morgan, G. (1980) Paradigms, metaphors, and puzzle solving in organizational theory. Administrative Science Quarterly, 25, 605-622.</ref> Here is a brief analysis and list of a few of them.

			=Generalities=
	Metaphors have been used as powerful tools for redefining organizational performance, helping to shift the underlying assumptions and perspectives about how an organization functions. The use of metaphors has helped move the focus away from the traditional mechanistic views toward more dynamic, holistic, or ecological ones. It has enabled organizations to be aware of new phenomena, problems, or potential gains, and variables that other metaphors could not reveal.		Metaphors have been used as powerful tools for redefining organizational performance, helping to shift the underlying assumptions and perspectives about how an organization functions. The use of metaphors has helped move the focus away from the traditional mechanistic views toward more dynamic, holistic, or ecological ones. It has enabled organizations to be aware of new phenomena, problems, or potential gains, and variables that other metaphors could not reveal.

Flc at 16:49, 13 August 2025

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			[[File:Performance_Group.png\|right\|450px]]

			The conceptualization of what a performing organization stands for is changing as the view of it evolves through new metaphors<ref>Morgan, G. (1980) Paradigms, metaphors, and puzzle solving in organizational theory. Administrative Science Quarterly, 25, 605-622.</ref>

			Metaphors have been used as powerful tools for redefining organizational performance, helping to shift the underlying assumptions and perspectives about how an organization functions. The use of metaphors has helped move the focus away from the traditional mechanistic views toward more dynamic, holistic, or ecological ones. It has enabled organizations to be aware of new phenomena, problems, or potential gains, and variables that other metaphors could not reveal.

			Metaphors, however, do not venture into how individuals function and interact, but by means of their intellect and bounded rationality, with little consideration of their emotions. Metaphors help shift the focus from individuals to the quality of the collective output, but abstract individual nuances, preventing us from understanding how each individual behaves, adapts, and performs in the system.

	Here is a list of metaphors used for helping understand organizations, their components, relationships, and people, with a particular focus on some of those components depending on the model.		Here is a list of metaphors used for helping understand organizations, their components, relationships, and people, with a particular focus on some of those components depending on the model.

Flc at 17:25, 12 August 2025

2025-08-12T17:25:14Z

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	Here is a list of metaphors used for helping understand organizations, their components, relationships, and people, ~~and~~ a particular focus on some of those components depending on the ~~situation~~.		Here is a list of metaphors used for helping understand organizations, their components, relationships, and people, with a particular focus on some of those components depending on the model.

	===Health<ref>Bennis, W. G. (1962). Towards a “truly” scientific management: The concept of organization health. Industrial Management Review, 4(1), 1–28.</ref>===		===Health<ref>Bennis, W. G. (1962). Towards a “truly” scientific management: The concept of organization health. Industrial Management Review, 4(1), 1–28.</ref>===

Flc: Flc moved page Organization Metaphores to Organization Metaphors without leaving a redirect

2025-08-11T19:54:22Z

Flc moved page Organization Metaphores to Organization Metaphors without leaving a redirect

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Revision as of 19:54, 11 August 2025

Flc: /* Force Fields in EngineeringLewin, K. (1951). Field Theory in Social Science, Harper & Row, New York. */

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Force Fields in EngineeringLewin, K. (1951). Field Theory in Social Science, Harper & Row, New York.

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	The organization is part of a larger ecosystem of customers, suppliers, and competitors. Performance is defined by its sustainability, symbiotic relationships, and ability to adapt to changes in the broader environment. It is not just about competing and winning but about creating a flourishing environment for all stakeholders.		The organization is part of a larger ecosystem of customers, suppliers, and competitors. Performance is defined by its sustainability, symbiotic relationships, and ability to adapt to changes in the broader environment. It is not just about competing and winning but about creating a flourishing environment for all stakeholders.

	===Force Fields ~~in Engineering~~<ref>Lewin, K. (1951). Field Theory in Social Science, Harper & Row, New York.</ref>===		===Force Fields<ref>Lewin, K. (1951). Field Theory in Social Science, Harper & Row, New York.</ref>===
	An organization is a dynamic system where the current state is maintained by a balance of opposing forces. Performance is a result of driving forces pushing for change and restraining forces resisting it, which together create a state of equilibrium.		An organization is a dynamic system where the current state is maintained by a balance of opposing forces. Performance is a result of driving forces pushing for change and restraining forces resisting it, which together create a state of equilibrium.

Flc: /* Notes */

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Notes

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	An organization is a dynamic system where the current state is maintained by a balance of opposing forces. Performance is a result of driving forces pushing for change and restraining forces resisting it, which together create a state of equilibrium.		An organization is a dynamic system where the current state is maintained by a balance of opposing forces. Performance is a result of driving forces pushing for change and restraining forces resisting it, which together create a state of equilibrium.

	===Notes===		=Notes=


	[[Category:Performance]]		[[Category:Performance]]
	[[Category:Notes]]		[[Category:Notes]]

Flc: /* healthBennis, W. G. (1962). Towards a “truly” scientific management: The concept of organization health. Industrial Management Review, 4(1), 1–28. */

2025-08-11T19:50:51Z

healthBennis, W. G. (1962). Towards a “truly” scientific management: The concept of organization health. Industrial Management Review, 4(1), 1–28.

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	Here is a list of metaphors used for helping understand organizations, their components, relationships, and people, and a particular focus on some of those components depending on the situation.		Here is a list of metaphors used for helping understand organizations, their components, relationships, and people, and a particular focus on some of those components depending on the situation.

	===~~health~~<ref>Bennis, W. G. (1962). Towards a “truly” scientific management: The concept of organization health. Industrial Management Review, 4(1), 1–28.</ref>===		===Health<ref>Bennis, W. G. (1962). Towards a “truly” scientific management: The concept of organization health. Industrial Management Review, 4(1), 1–28.</ref>===
	Organizations are healthy, organic, living entities that have three key characteristics: a clear sense of identity, adaptability, and a realistic understanding of their environment.		Organizations are healthy, organic, living entities that have three key characteristics: a clear sense of identity, adaptability, and a realistic understanding of their environment.