|SUMMARY of TD9: Mythmaking has three approaches: Owens open spaces; McWhinney's mythic; and Boje, Fedor & Rowland's mythmaking cycles|
|Similarities to other TD
Dissimilar to other TD Methods:
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Meyer and Rowan (1977) were among the first to argue that interorganizational relations (and networks) transfer institutional myths and rituals between complex organizations through imitation. See "Institutional organizations: Formal structure as myth and ceremony." American Journal of Sociology. 83: 929-984.
Boje, Fedor & Rowland
Mythmaking in organizations is, not untruth, as much as it is the way in which “elements of organizational culture are conceptually organized into a system of organizationally relevant logic” (Boje, Fedor & Rowland, 1982: 17). We seem to be disowning myths of mechanistic, organic or other logic, in favor of chaos the chaos myth, using the new physics language of fractals, cusps, non-linearity, and other chaos-terms to fashion our post-Newtonian stories. Mythologic is defined, here, as a narrative, meta-logic, as opposed to a Cartesian, logical empirical, or even post-Newtonian ways of knowing the social world. There is scientific, but also narrative knowing. This does not mean that science is beyond narrative logos. As Lyotard (1984) points out, science is a metanarrative tied to the myth of progress and enlightenment.
Mythmaking is the Big Story, a form of metanarrative, a grand universalizing claim, that differs from local stories, or what Lyotard (1984) calls “local narratives.” Mythmaking systems in organizations, as a metanarrative way of knowing, constrains the choices of meanings by constituting a common sense, taken-for-granted, objectified experience. Local accounts can supplement or contest dominant myths (Cummings & Brvcklesby, 1997; Boyce, 1995; Boje & Lasko, 1980; Boje, 1981a; 1981b). “Myths (and stories) collide and compete in the ongoing negotiation of power and privilege among groups, attempting to determine the dominant myth-making system” (p. 18, additions, ours). According to Boje, Fedor & Rowland (1982: 18-20):
1. Demythifying, by substituting the cannons
of behavioral science for mythological constructions.
2. Myth exchange, by allowing systems actors to bracket their own ways of knowing, in order to see the world as others are seeing it, and being able to translate one into the other.
3. Myth balancing, by dialoging many alternative views that oppose dominant perspectives.
4. Myth enrichment, by helping people reconstruct their experiences in ways that promote a higher quality of working life.
Boje, D.M., Fedor, D.B., and Rowland, K.M. "Myth Making: A Qualitative Step in OD Interventions," Journal of Applied Behavioral Science, 18, 1, pp. 17-28, 1982.
Will McWhinneyWill McWhinney has been working with the Mythic since I knew him at UCLA in the 1970s.
Boje, David and Joan Lasko
1980 "An Historical Analysis of the GSM Learning Community Myth" Organization Behavior Teaching Conference, University of Southern California, California, June.
1981a "Intervening Through Organization Myth Making," California Folklore Society Meeting, UCLA, April 2-5.
1981b "Myth Making: A Qualitative Step in OD Interventions," OD Division Session of the Academy of Management Meetings, Las Vegas, Nevada, August.
Boje, David, Donald B. Fedor, and Kendrith M. Rowland
1982 "Myth making: A qualitative step in OD interventions". Journal of Applied Behavioral Science, vol. 18: 17-28.
1995 "Collective centering and collective sense-making in the stories and storytelling of one organization." Organization Studies. 16 (1). 107-137.
Cummings, Stephen & John Brvcklesby
1997 "Towards demokratia - myth and the management of organizational change in ancient Athens." Journal of Organizational Change Management. 10(1): 71-95.
1989 Collected Papers. Adelaide, Australia: Dulwich Centre Publications.
1997 "Pairing myth with type of change: implications for change communication." Journal of Organizational Change Management. 10(1): 21-29.
Jones, M. O., D. M. Boje & B. Giuliano.
1983 "Myth, Symbols and Folklore: Expanding the Analysis of Organizations," Conference with 40 presenters and 200 attendees, Santa Monica, California, March 10,12, 1983. Sponsored by grants from National Endowment for the Humanities and the Skaggs Foundation.
McWhinney, W., and J. Battista
1988 "How remythologizing can revitalize organizations. " Organizational Dynamics Vol. 17 (August) 46-58.
Thompson, Michael G.
1996 "Can narrative therapy heal the school?" unpublished paper.
1989 Selected Papers. Adelaide, Australia: Dulwich Centre Publications.
1991 "Deconstruction and therapy." Dulwich Centre Newsletter. 1, 21-40.
White, Michael, & David Epston
1990 Narrative means to therapeutic ends. New York: W. W. Norton & Company,
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