Many philosophers have written about the nature of ‘reality’ Carl Jung theorised that you must maintain a relationship between the conscious and unconscious processes of the mind, in order that your psyche may be enriched. Jung believed that without this communication, unconscious processes cold become weak and even threaten the personality, from his map of the world, Jung realised that the reality you perceived equalled the reality that you projected. In other words life is what you make it.
DeLoache (2004) established Dual Representational Theory, which shows that a person has the ‘ability to attribute characteristics and meanings to things that don’t actually possess them’ in other words by imagining ones own reality, you can make anything ‘real’
Morgan (2006) who had created a detailed number of metaphoric viewpoints of an organisation, which if you were to implement within your own organisation, you might glean more information about organisational change and how it effects people. Morgan’s methodology being the way you think about your organisation will define how you act within it. Morgan believed that the tacit knowledge of top performing leaders and managers came from their ‘subconscious’ ability to create metaphors of the organisation and act accordingly in line with this mental map
So, your perceived metaphor of your organisation might be supporting you and encouraging you to succeed but what if isn’t?
What if it’s like ‘a battlefield’
‘a war zone’
Can you see how that ‘reality’ might be impacting upon your unconscious processes?
When the world-renowned leadership and change guru at Harvard Business School John Kotter (2006) wrote ‘Eight Steps to effective organisational change’, he plainly and simply, captured the complexities of organisational change and laid out a process for any leader or organisation to follow. He simplified the process in his metaphorical published piece, “Our Iceberg Is Melting” a fable about penguins. Perhaps by utilising the metaphor Kotter was better able to get his fundamental change process message out to millions of people around the planet.
Morgan (2006) has created a detailed number of metaphoric viewpoints of an organisation which when you apply them to your organisation, may help your own internal landscape to shift. Morgan’s methodology being the way you think about your organisation will define how you act within it. He believed that the tacit knowledge of top performing leaders and managers came from their ‘subconscious’ ability to create metaphors of the organisation and act accordingly in line with this mental map.
So, are your current metaphors helping you at work or in life?
What are you waiting for?
Your perception is all that there is and all that there ever will be…
DeLoache, JD (2004). Becoming symbol-minded Trends in Cognitive Sciences 8(2): pp. 66-70
Kotter, J.P (2006). Our Iceberg is Melting: Changing and Succeeding Under Any Conditions . Harvard: Macmillan.
Morgan, G (1986). Images of Organization. 2nd ed. London: Sage Publications. pp.3,337
Personality and Personal Growth (6th ed.)
Frager, R., & Fadiman, J. (2005). New York: Pearson
Prentice Hall pg. 56: