I have just realised how many medical-like metaphors are out there in the world of organisational research/development. This insight was prompted by my reading of Coghlan and Brannick (2010) which took me off on an interesting tangent…
We ‘diagnose’; talk of organisational ‘pathologies’ and go on to ‘intervene’.
One such example is in the use of the Viable Systems Model – the model can be used as a diagnostic ‘tool’ and Hoverstadt (2008) draws attention to a range of ‘pathological’ archetypes.
So I started to think about what was behind these metaphors… and the possibilities and problems they could bring. Continue reading