METAPHORS, MEANINGS AND INSIGHTS!

At times, we use the metaphor of a ship to represent an organisation, because both of them sail, although in different waters, due to which the sail is different. One ship moves from place to place while the other does not move at all! How did this metaphor come about at all? Perhaps because the organisation sails from time to time while the ship sails from place to place. Nonetheless, the similarity evokes a pleasant and vivid picture, which could be quite comforting, particularly because we usually visualise a robust and stable ship. Naturally, a weak ship, that is likely to sink, does not come up in our minds when the metaphor is used. The metaphor creates a feeling of security in individuals, which might even be romantic and hence misleading.

A well–designed and well–built ship might ensure that its sailors have a safe and enjoyable sail. The better the technology and materials, the better is the sail. The ship and the seas together decide the quality of sail for the sailors. The ship of an organisation, on the other hand, is one where both the quality of the ship, the nature of the seas and the quality of the sailors are equally important. The captain of the ship in the seas is more important than that of the sailors. However, it seems that in the case of the organisational ship, the leadership and the sailors are perhaps equally important in the modern context of a non–autocratic paradigm. Each sailor could not only make holes in the ship but could also be the hole. The people comprising an organisation determine how sound the ship is, which holds them. How does one take care of the holes? This is a challenge indeed for organisation designers and managers alike!

Another equally interesting metaphor is one of the individuals being the threads of an organisation, which in itself is the fabric. The first picture that gently creeps into one’s mind is that of a fine cloth which is ready for some good use without doubts about its quality. The complexity and intricacy with which one weaves the threads determines how beautiful the fabric will be. The threads have their colours, strength, finesse, twists, and stretch. The texture, design, utility, and beauty of the fabric will depend on the summation of the quality of the threads and the dexterity of the weaver. Once the threads are interwoven, the fabric and threads are one and almost inseparable. One could only tear them apart!

This metaphor clarifies the need to choose good threads to weave a good fabric. Does it always mean that good threads will cost more and the good fabric would be too costly? One has to explore and find out.

We sometimes see the educational processes and the relationship between teachers and students as the core of a school. We need to “tune” the relationships and the processes experienced in the relationships with care and concern if they are to play the right tunes. In this sense, a good organisation could be visualised as a harmonious and well–coordinated orchestra, with the individuals being the well–strung instruments. However, who is the tuner?

A good organisation produces people, or enables people who can contribute well in an orchestra, by playing melodious notes and songs through their proficient, effective, and efficient contribution to the organisation. In such an organisation, people would function well, enhancing their organisational value and personal happiness as well. All the instruments need to be in harmony for music to be melodious.

The above metaphors provide windows to delve into the meaning and essentials of organisations better but do they provide suggestions on how to design organisations better? Perhaps, not, but with the awareness of the processes, it may be easier to attempt organisational development more carefully and with more concern for people. One must attempt this because lives of people, both children and staff, are involved.

One might be able to identify change agents who will improve their life and work to begin a ripple. They may have the intensity to express in an organic, natural, and effective manner in any organisational context. They do not look for a well–tuned organisation but begin where they are. If such individuals are recognised, encouraged and provided the requisite support they can provide the impetus for continuous improvement. A few individuals with capacity, involvement, and energetic contribution can turn around an organisation and place it on the road to improvement.

To students of organisational development, like me, the metaphor of an earthworm appeals! It does not evoke a pleasant picture in one’s mind. However, it is the earthworm, which prepares the ground for the fauna to exist. Each earthworm expresses its nature by tilling the soil for its survival without bothering about the other creatures at all. In the process, they have achieved a gigantic function, which is the survival of their species over long periods. The contribution of the family of earthworms is splendid for humans and if only we could observe them closely!

If both an individual and an organisation can trigger the cycle of improvement in a simple manner why are a sizeable number of organisations not living well? Is a good individual more important than a good institution? What is a “good” organisation? How do an individual and an organisation relate to each other?

We have raised, examined, and discussed questions related to the interplay between the individual and an organisation for many years. In spite of such efforts, why is it not easy to find long lasting organisations of high quality? What makes organisations good over the short term but not sustainable over longer periods? What more is required to make them good over longer periods? Are good organisations the outcome of the conception and vision of good designers or do they come about as the summation of the outcome of the “good” people or good processes available during a period?

To explore further, let us take the analogy of the orchestra playing fine music. The continuous modulation of the different sounds produced by the different instruments determines the melody we hear. Each of the instruments produces a sound, which integrates with the other sounds. The participants are alert to the call of the orchestra and contribute naturally at the right time in the right manner. The competence, intensity, energy, consistency, and collaboration of each of the team members contribute to the beauty of the orchestra that fill the ears of the listeners with life. Does the orchestra come about by itself or does an orchestrator “see”, or hear what he has not yet produced?

What is more important in life than experiencing it with or without organisations? However, having realised that organisations, per se, do come in the way of the best experiences of life, should we conclude that organisations are unable to support, foster, or nurture good life? Shall we not attempt to develop better organisations for better life of individuals, however small the scale? I think we need to try. We must learn from the seers and saints, who made a new beginning every time.