The Multicom Case.pdf

In the name of the most high
Images of Organizations
X Reading and Shaping
S. Alireza Feyzbakhsh, Ph.D.
1386
Organizational gn n Life fe
Sharif University of Technology
School of Management and Economics

Key words:
• Diagnostic reading
• CCritical iti l evaluation l ti
• Creating a storyline
• Dominant frame
• Supporting fframe

I In this hi session i
• Multicom case
• Interpreting Multicom
Diagnostic D agnost c reading read ng
Developing a storyline by 3
perspective
• IInterpreting t ti th the reading
di

Th The
Multicom case

Interpreting Multicom
•A DIAGNOSIC READING, where by
we strive to gain as comprehensive an
understanding as possible,
accompanied by
E h
•A CRITICAL EVALUATION that
integrates key insights.

Interpreting Multicom l
Diagnostic reading d
Critical evaluation
storyline

The machine The organism
metaphor metaphor
The domination
Metaphor
The brain
metaphor
hhe fl flux andd
Multicom
ansformation
etaphor h
The culture
metaphor
The psychic The political
prison metaphor
metaphor

The organismic metaphor:
An organization drifting out of
alignment ag etwith t the t e challenge c a e ge oof tthe e
external enviornment.
A di diagnostic ti reading
di

The brain metaphor:
A holographic holographic, team based, based
learning ea g oorganization ga at o tthat at is s be being g
bureaucratized.
A diagnostic diagnostic reading

The culture metaphor:
A corporate culture in transition:
Th The flexible fl ibl and d ddynamic i essence
of “old old Multicom” Multicom is being
reproduced in Media 2000.
A diagnostic reading

The political metaphor:
A politicized p organization g that has
been factionalized and been
ttransformed f d in i pursuit it of f the th
competing interest of the four
principle.
A diagnostic diagnostic reading

The h psychic h prison metaphor: h
An organization that has been
shaped by conflicting ideologies of
what it means to “get get organized” organized
and by y unconscious needs to
control and reduce uncertainty.
A diagnostic g reading g

Developing a storyline:
11.A A manager-consultant lt t ‘ ‘s
perspective

Dominant Frame:
Supporting Frames:
The organismic metaphor
The holographic g p The culture
metaphor metaphor
The political
metaphor h
The psychic
prison i metaphor t h
Storylines prioritize the insights of
Storylines prioritize the insights of
different metaphors

Dominant Frame:
Supporting Frames:
The political metaphor
The holographic The culture
metaphor
metaphor
The psychic The organismic
prison metaphor metaphor
A political storyline

Developing a storyline:
22.A A social critic ‘ss perspective

Dominant Frame:
Supporting Frames:
The Domination metaphor
The The Flux and
Political
transformation
metaphor metaphor
A social critic ‘ss storyline

Developing a storyline:
33.A A policy li analyst l t ‘ ‘s perspective
ti

The Flux l and d
Dominant Frame: Transformation
Supporting Frames:
metaphor
The Political The Domination
metaphor
metaphor
A policy analyst ‘ss storyline

Reading: g
Reading and emergent emergent intelligent intelligent
The process p of reading g is organic g
The reading is not an end in it itself
The process of reading a situation
is always two-way two-way

By being open to frames and concepts
generated by different metaphors
1) be sensitive to the dimension of a
situation
2) Take account of this point of view
3) Variety of insights

By being open to frames and concepts
generated by different metaphors
4) Use different frames and subframes
5) RRelationship l ti hi bbetween t fi figure and d
ground
6) New horizons and deepen
understanding
7) Learn to keep open

11
Images m g of f organization g
U Using i metaphor h to manage i in
a Turbulent Turbulent world

Key words:
• Turbulent world
• IImaginize i i

Thi This session: i
Major implication for management
t termites
it

Our theories are just like
metaphors

Major implications for
management: g
1. Mobilize new ways of seeing.
BBe aware of f the th constant t t link li k
between theory and practice practice.

Major implications for
management: g
2. Develop capacities that will help you
evolve with new challenges.

Major implications for
management: g
3. Remember that you are an “author”
as well ll as a “ “reader d “ of f
organizational g
life.

MMajor j implications impli ti ns f for
management:
management
4. Imaginize!!! Don’t just organize.

TERMITES
ARE MASTER BULDERS
Termite nets are product of random, self-
organization i ti activity ti it whereby h b structure t t
emerge and unfold in a piecemeal, unplanned
way.

Be successful!