Posted: May 25th, 2022
Boyce, M. 1995 Collective centring and collective sense making in the stories and storytelling of one organization. Organizational Studies 16(1), 107-137.
Identify the business problems of each of the cases
This case takes place in the context of a non-profit organization. The vehicle that Boyle uses to address organizational change is storytelling. The author / change agent uses shared storytelling, a practice she terms collective centering [centring — SIC], and collective sense-making to help stakeholders understand the need for change and to contribute to the articulation of the organizational change plan. A substantive problem is that of dissonance between the president of the organization and the organizational members, despite the appearance of all the members being rooted in a unitary reality of their organization and within the industry landscape.
Rank-order the critical issues stated in the cases
The process Boyle uses with the stakeholders is to have each member of the organization identify two stories that are relevant to them, that are an expression of the collective sense of the members of the organization, and that allow them to collectively center on the shared meaning that emerges from their impression and discussion of the stories.
3. Evaluate the proposed solutions. Are the solutions valid? Why or why not?
The practice of sense-making is used in this structurally closed organization, but that is a matter of concern. If the organization is to benefit from the various perspectives that can be achieved through use of metaphor, it would benefit from opening the organizational system to those outside of the structurally closed organization.
4. Submit recommendations you propose beyond what is already stated in the cases.
The non-profit organization needs to examine the root metaphors and the organizational dynamics by using several approaches that enable an analysis of organizational myth and story.
5. State how the solutions will be communicated in each case. Do you agree? Why or why not?
The solutions are communicated within the group sessions as the focus is on the collective experience of the organizational members. I completely concur with this decision as the dissonance between the president of the organization and the other members of the organization is exacerbated by any belief or feeling that decisions are being made in private and then dictated to the group.
Lewis, J. And Morgan, DH J. (1994). Gendering organizational change: The case of Relate, 1948-1990. Human Relations, 47(6), 641-663.
1. Identify the business problems of each of the cases
The thrust of this case study is to take a gendered perspective of organizational change processes. The case does not simply examine the proportions of men and women employed in a company and their positions in the company hierarchy. Rather, the authors / change agents examine the how the organizational culture is gendered and how the metaphors and the rhetoric used to understand the organization are also viewed as substantially gendered.
2. Rank-order the critical issues stated in the cases
The context for the case study is the organization known as Relate, which was formerly known as the National Marriage Guidance Council. The most critical issue discussed in the case is that the issues of gender are inevitable in the primary task of this volunteer organization: counseling couples through their marital difficulties. A considerable number of the volunteers are women engaged in key counseling activities, while the managerial employees are predominately men.
3. Evaluate the proposed solutions. Are the solutions valid? Why or why not?
The Relate marriage counseling group
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