31 August, 2018
Organisation ‘transformation’ has become somewhat of a leitmotif. Increasingly, our clients are using the word ‘transformation’ when they talk about planned or ongoing change efforts.
We’ve become curious about what they actually mean and are doing. So, over the past 6 months, we started to inquire with our clients who are undertaking ‘transformation’ projects. In June, we held a roundtable event with a group of our clients to test our observations and to deepen our findings. And since then, we have been studying specific transformation projects in greater depth.
Transformation as metaphor
Our inquiry has revealed that different stakeholders often use very different metaphors and images to describe what they are doing. This has significant implications because the underlying metaphor implies:
> What form of transformation is necessary,
> What types of actions are required,
> What success looks like,
> How individuals communicate, and
> The urgency of change.
Significantly, when individuals hold different images of the transformation effort then this can lead to confusion, conflict and resistance.
The underlying metaphor can trigger and elicit very different emotional responses and levels of engagement from employees. They therefore heavily influence the likelihood that a transformation effort will achieve its aims.
Behind the metaphors lies what David Armstrong’s (2005) called the ‘Organisation-in-the-mind’ – the image an individual holds in his mind of the organisation and how they imagine activities and relations are organised, structured and connected internally. This is an inner, symbolic representation of the organisation that gives rise to emotions, values and responses within the individual. The ‘Organisation-in-the-mind’ influences how a person leads or relates to their organisation and how they engage with others.
The most popular metaphors across our inquiry were:
Renovation: The original footprint and structure remains stable, but internal operating processes and systems are knocked down, replaced and modernised. A blueprint or design is drawn up to represent an exciting vision for the future.
‘Getting Fit’: Images of health, competing and performing are used to either inspire efforts to improve or to conjure up feelings of guilt and shame. The underlying message can be either the fittest survive, success is outperforming the competition or health is a virtue. Transformation is a matter of effort, hard work and ability.
Transformer: The image is of a machine that can change form. A car becomes a robot. In other words, the parts can be reconfigured to create a different function or purpose. Transformation involves using what you already have in different ways. At a more fundamental level, the core identity of the organisation changes.
Metamorphosis: Transformation involves a fundamental and irreversible change in form. Change is a messy, emergent and natural process. A caterpillar becomes a butterfly. Again, transformation involves a radical change to the organisation’s identity. It can however can lead to idealistic and magical thinking.
Burning Platform: This conveys a sense of urgency and imminent threat to the survival of the organisation. For instance, the Chairman of M&S recently said: “This business is on a burning platform. We don’t have a God-given right to exist and unless we change and develop this company the way we want to, in decades to come there will be no M&S.”Transformation often involves a focus on the immediate challenges facing the organisation, radical actions to reduce costs and to change the operating model of the business.
Revolution: Transformation is presented as a social movement and the overthrowing of an established ideology, power structure or traditions. It tends to reflect images of power, political processes and solidarity. The revolution can be quiet or very noisy and intimidating. It can be imposed from outside or an underground movement from within.
Reformation: Based on religious associations, this image imposes notions of what is good or bad. It is associated with campaigns for root and branch reform of an assumed failing service or department. It can invoke a sense of morality and failure to live up to ideals or expectations.
Incubator: As a metaphor this tends to be used when attempts are made to develop new products, services or capabilities outside of the boundaries of the core organisation. We have observed this model most frequently being applied by large corporations who want to initiate new digitally led business models.
Our conclusion is simple and obvious – language and imagery matters!
Our research suggests that:
> We actively construct models and images of organisations that inform how we try to change them;
> These models are often unconscious or at least out of our awareness for much of the time;
> Individuals can hold different images that can create confusion and conflict when left unexamined; and
> We are able to reflect on and notice these deeper metaphors and images. We can therefore make choices and help people to notice their deeper assumptions and their effects.
If you are involved in a transformation effort, take a moment to reflect on what you and your colleagues are trying to convey and what response you wish to invoke.
We are continuing our research and will launch our final report in December 2018. Please get in contact if you want to contribute to our research or want to receive a copy of the final report. We can be reached at firstname.lastname@example.org
Armstrong, D. (2005) Organization in the Mind: Psychoanalysis, Group Relations and Organizational Consultancy. Karnac Books.
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