1. INTRODUCTION An overview of how we can use metaphor to see organization and management in new ways. 2. MECHANIZATION TAKES COMMAND: ... Show synopsis 1. INTRODUCTION An overview of how we can use metaphor to see organization and management in new ways. 2. MECHANIZATION TAKES COMMAND: ORGANIZATIONS AS MACHINES How mechanical imagery has shaped bureaucratic organization, classical management theory and Scientific Management, and underpins the re-engineering movement of the 1990s as well. 3. NATURE INTERVENES: ORGANIZATIONS AS ORGANISMS How biological models have created a new focus in management recognizing the importance of external environments and of creating "species" of organization adapted to different niches. The chapter explores the challenge of creating "healthy" well adapted organizations and the relevance of new Darwinian theories of evolution in explaining success, failure and the evolution of new forms. 4. LEARNING AND SELF-ORGANIZATION: ORGANIZATIONS AS BRAINS Develops the implication of modern research on brain functioning, artificial intelligence and holography in the creation of learning organizations. The chapter identifies key principles for developing learning organizations in practice. 5. CREATING SOCIAL REALITY: ORGANIZATIONS AS CULTURES Explores the idea that organizations are cultures, and discusses the processes through which corporate culture can be created and sustained. 6. INTERESTS, CONFLICT, AND POWER: ORGANIZATIONS AS POLITICAL SYSTEMS Develops the idea that organizations are "political" arenas shaped by the agendas of organizational members. Offers a comprehensive model for analyzing corporate politics as webs of "interests," "conflict" and power. 7. EXPLORING PLATO'S CAVE: ORGANIZATIONS AS PSYCHIC PRISONS Shows how individuals and organizations often get trapped by favored ways of thinking, and by unconscious processes that lend organization a hidden significance. 8. UNFOLDING LOGICS OF CHANGE: ORGANIZATION AS FLUX AND TRANSFORMATION Explores the dynamics of organizational change and how new theories of autopoiesis, chaos and complexity can create new paradigms for understanding and managing change. Demonstrates the relevance of modern systems thinking and dialectical analysis for managing in the midst of complexity. 9. THE UGLY FACE: ORGANIZATIONS AS INSTRUMENTS OF DOMINATION Shows how organization usually has an exploitative dimension, manifested in work hazards, occupational disease, industrial accidents, workaholism, social and mental stress and in the structure and demands of a global economy. 10. THE CHALLENGE OF METAPHOR Along with Chapters 11 and 12, develops the detailed managerial implications of using metaphor to see and act in new ways, and how managers can use the ideas presented in the book as a whole to improve their practice. 11. READING AND SHAPING ORGANIZATIONAL LIFE Illustrates the method of using images and metaphors in the process of organizational analysis through a practical case study. 12. POSTSCRIPT Links the message of the book to the challenge of developing our capacities for "imaginization" &BAD: endash; a key competency for managing in a turbulent world. 13. BIBLIOGRAPHICAL NOTES A detailed guide to sources and references.