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Myth Making: A Qualitative Step in OD Interventions

Authors:
David M Boje at New Mexico State University
David M Boje
Donald B. Fedor
Donald B. Fedor
Donald B. Fedor
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Kendrith M. Rowland
Kendrith M. Rowland
Kendrith M. Rowland
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Abstract

An important aspect of organizational culture, which gives meaning to process and structure in human interaction, is myth making. This article proposes that organizational myths must be analyzed and incorporated into planning for organizational development. Typologies are presented to categorize myths according to their function. The role of myth within the organization's culture is discussed. The consultant is provided with methods and qualitative techniques for diagnosing the meanings and functions of myths. A life-cycle concept is applied to the timing of an intervention, recognizing a myth's different stages of acceptance and susceptability for change. Finally, a number of potential interventions are discussed in relation to their impact on the organization's myth system.
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... There are a number of other approaches to the use of myths for organizational change that can be translated into approaches for improving dialogue between cultures (e.g., Berg's 1985). Insightful organization change as symbolic transformation; Quinn and McGrath's (1985) sometimes metaphorical competing values perspective; Boje, Fedor and Rowland's (1982) approach to incorporating myths into organizational development planning; Pfeffer's (1981) management as symbolic action; Mitroff and Killman's (1975) use of myths as a tool for problem solving; Harris and Moran's (1990) approach to managing cultural differences. Underlying all are: looking at the creation and maintenance of both national and organizational cultures as symbolically driven; recognizing that the national culture reaches into the organizational culture; realizing that all cultural myths have similar basic elements even though their narrative manifestations may appear to differ, and that these differences are contextually driven; and, perhaps, most important, that myths should not be judged as either false or true, but rather on how well they help the members of the culture establish and operate on a collective reality. ...
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... They are not accurate accounts of reality, but meaningful reproductions which help negotiate membership. The literature on organisational myths has shown how they often serve to simplify complex reality (Gabriel 1991, Boje et al., 1982 for instance by inducing simple cause and effect relationships or categorising the world into binary opposites such as good versus evil. Given the uncertainty and complexity of the situation the graduates find themselves in, it would only make sense for them to rely to some extent on myths to make sense of the world. ...
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... As the original building blocks of justice and progress in foundational fantasies of political societies (Bendix, 1980: 4, 72), myths not only provide a timeless source of political and fantasmatic authority (Meyer, 2009: 85;Wallerstein, 1983). They dramatize societal and organizational meanings from the past to legitimize preferred power constellations, concealing political identities for greater resonance (Boje et al., 1982;Emery and Trist, 1965), and meeting a universal human need for fantasmatic "clarity" (Barthes, 2006: 256;Brown, 1994: 863). ...
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... Besides diversity training, best practices for diversity management include establishing a diversity council, supplier diversity program (Richard et al., 2015), cultural awareness programs, support for women and LGBTQ members and same-sex benefit programs, etc. (Madera et al., 2013). Storytelling and even myth-making can also become powerful communication tools through which organizational culture can be made pro-diversity oriented (Brown, 1992;Boje et al., 1982). Overseas assignments for employees can also be treated as part of a diversity training program as it gives employees opportunities to experience different cultural contexts outside the immediate workplace (Mosley, 1998). ...
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Article
Full-text available
  • Jul 2021
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... According to Boje, Fedor, and Rowland (1982), myths are a form of delineation, allowing for meaningful organizational behavior, while ignoring excessive complexity, turbulence, or ambiguity. ...
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