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Now, have a think about your organisation:
Q1: What metaphor(s) are prevalent there?
Q2: What implications does this have for leadership and change initiatives?
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Q1) The Organisations as Machines metaphor is prevalent in my organisation
Q2) Implications are the change can be slow as it takes time to set up initiatives and execute according to plans that need bureaucratic review and sign off from leadership. The benefit is that there is generally a standard to follow for landing change with a good level of control, disbenefit of this is that it it can stifle creativity and innovation in change initiatives. Employees are also not often feeling like they have been part of collaboration process, the change is ‘being done to them rather than with them’ which can make for slower adoption rates. -
Q1: My organization is functioning as Political System – Autocracy.
Q2: The key implications would be that time required for initiating the change would be fast and with adequate support since it is more a top down approach to drive for any changes. However, the negative impacts would be that if the change may sometimes be not a right direction and bringing several poor consequences, then it would be very difficult to make correction due to the strong authority and power of the MD from time to time.
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Q1: I’ve just changed company and its the end of Day 1. Hence, I have had very little exposure so far. However, my guess is for the Machine metaphor.
Q2: It’s quite autocratic with the leaders planning, forecasting and exercising a lot of comamnd and control. There is autonomy but it is quite constrained. Change management appears to be system/process driven with minimal consideration for the people being changed. They get trained or get moved.
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Q1: The company I’m currently working for had a prevalent Culture metaphor. Unfotunately over the course of last year, it has been changing into a Political Systems kind of metaphor.
Q2: Changes were a lot easier to implement while on a culture metaphor. Since there was a vey open communication and great work relationships, everyone felt part of the organisation and would gladly change and push the change themselves. Howeve, upon the transformation, a lot of resistance has been noticed to change, which bring a lot of challenges to the leadership.
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Q1: What metaphor(s) are prevalent there?
Political system
Q2: What implications does this have for leadership and change initiatives?
Changes need to be agreed in advance with everyone in a leadership position.
Change pace depends at anytime on the situation/context.
It is not always clear why something is not progressing as expected -
1) In my last org, the prevalent metaphors were Political, Psychic Prison and Machine
2) Change needs to move quickly and demonstrate small wins to secure buy-in from key leaders/ stakeholders.
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