Analysis of Organizational Psychic Prison and Metaphor based on Morgan (2006)

Alexander Oriho

Walden University

PhD. Student at College of Management & Technology

Emphasis Organizational leadership & Human Resources

 Introduction

Organizations are intricate and may be examined from several angles. According to

Morgan (2006), our interpretations of organizations are always based on some sort of theory

to explain reality. However, many attitudes and assumptions about organizations and

management are taken for granted. Metaphor views organizations as socially constructed

realities that emerge out of the unconscious preoccupations of organizational members

(Morgan, 1986). People who are rigid only understand organizations in terms of one of these

metaphors, but those who are open, flexible, and willing to suspend judgment are able to see

several perspectives; therefore, providing multiple ways rather than a single option for

addressing organizations' challenges gives more meaningful avenues for understanding the

complexity of an organization. We live in an increasingly complicated environment and

ignore complexity as a means of coping with it.

Although organizations hire employees to execute a job, they usually carry their

social and personal baggage with them and engage frequently with people in groups at work,

and the efficacy of team dynamics and interpersonal interactions has a significant impact on

both individual satisfaction and corporate effectiveness. According to scholars, groups have

both assets and liabilities (Collins and Guetzkow, 1964; Hackman, 1989; McGrath, 1984;

Cohen and Bailey, 1997). Groups have greater expertise, perspective variety, time, and

energy than people operating alone. Groups frequently enhance communication and boost

decision acceptability.

The efficiency of partnerships at work is significantly influenced by people's social

skills. Most of the time, interpersonal interactions are harmful. Small groups are sometimes

criticized for wasting time and generating nothing, yet they may also be productive and

enjoyable. In any case, without them, organizations cannot operate. Managers must be aware
that groups always function at two levels: task and procedure. If groups are to function

effectively, both levels must be taken into account. Informal roles, group norms, interpersonal

conflict, and leadership are among the key process challenges that organizations must handle

(Bolman & Deal, 2007).

The negative of working in groups is that they can easily give in to peer pressure or

one person's dominance, become bogged down in unnecessary details, squander time, and

allow individual goals to overshadow the group's (Maier, 1967). Morgan (2006) argued that

the effects of groupthink can be paralyzing for individuals. In another example, the

pernicious impact of organizations' manipulation on people is discussed. Morgan uses the

term "corporate newspeak" to illustrate how a dominant culture in an organization may

distort the true nature of its members (Morgan, 2007, p. 146). When people are manipulated

in this way, it breeds hostility, animosity, and distrust.

Definition and Application of Metaphors

The study of organizational transformation is advanced by the use of metaphors,

which are figurative language devices that help offer understanding of complicated problems.

They have an open mind and a new way of looking at both recent events and things that have

been going on for a long time. In his book, Images of Organizations, Morgan used metaphors

to describe organizations as cultures and psychic prisons. Metaphors are defined as a valuable

imagery tool used by organizations to provide clarity to complex issues by offering non-

literal meaning to describe real situations (Morgan, 2006). Because they describe a

commonly held experience inside an organization, metaphors are helpful for a deep and

scholarly reach into Morgan’s figurative expression and representation of organizations to

find out how his metaphoric models could be translated into managerial practices. Each

metaphor develops its own special way of perceiving things, as well as ignoring things, in
organizations. The authors pay equal attention to different approaches to organization

dynamics and, as a result, come up with different problems, challenges, and ways to solve

them (Prince, 2007).

One of the characteristics of persuasive discourse is the use of metaphor (Charteris-

Black, 2005). Morgan (1996) proposed this theory (p. 228). "In all aspects of existence

theory, metaphor is a primal, creative process essential to the production of human

knowledge and meaning" (p. 228). "Metaphor as a primal, creative process essential to the

production of human knowledge and meaning in all aspects of existence" Charteris-Black

suggests that it acts as a mediator between conscious and unconscious ways of persuasion as

well as between cognitive processes and emotional responses.

Our views, values, and attitudes are influenced by metaphor because it gives us either

positive or negative emotional connections with words or phrases that we associate as being

either good or harmful (Charteris-Black). This is how Charteris-Black defined it as: "A

linguistic representation that arises when a word or phrase is used in a domain different from

the one in which it is typically used, leading to a tense meaning relationship between the two

uses." (p. 14). Specifically, it addresses the benefits of understanding the

metaphors. Organizations as cultures and organizations as psychic prisons for leaders and

managers

Organizational Psychic Prison Metaphor

A "psychic prison" is a situation in which one or more persons are caught in an

unfavorable mental state owing to factors such as worry, insecurity, or low self-esteem. This

is something that may affect a single person or a whole community. As a result, an employee

may feel stuck in their personal development, career, and relationships. For example, one of
my coworkers was quite anxious about the idea of being transferred to a new position

because he had been in his current one for a long time. He put himself in a "psychological

prison" by not challenging himself professionally or accepting additional tasks because of his

anxieties and attitudes, which Morgan (2006) described as how organizations become trapped

in terms such as "business as usual." In these organizations, creativity and innovation are

stifled or nonexistent.

Humans are held captive by the mental blueprints that emerge as a result of the

deliberate and unintentional processes that give birth to the formation and maintenance of

organizations. People who create these worlds must accept their own existence and power.

People's limited and erroneous perceptions of the world ensnare them in their daily lives.

Many of them, though they have the ability to break free, choose to remain in the shadows.

The traps of success, lax management, and the insularity induced by groupthink may ensnare

employees in any organization.

In his theory, Morgan claimed, "people spend their lives as inmates or products of

their individual and communal unconscious" (p. 212). Morgan related a tale about Fredrick

Taylor, the man often credited as the father of "scientific management," and his obsessive

drive to exert complete dominion over his environment. Morgan claims that Freud would

characterize his personality as analytic compulsive, a trait that develops from infancy onward.

Taylor's commanding personality helped us see the benefits and limits of organizational

structure and control (Morgan, 2006, p. 212).

Organizations and whole industries have failed because they became stuck in the

practices that got them where they were in the first place. Second, many organizations create

certainty by leaving room for mistakes, which makes the system less efficient in the long run.
 The psychological prison metaphor provides a lens through which to examine the

unconscious processes that imprison individuals, reveals that our knowledge of organizations

is too rational, highlights issues of ethics and power dynamics, and reveals roadblocks to

innovation and transformation. But it also has drawbacks, such as the fact that it doesn't

consider the ideologies that shape and control organizations, that it encourages speculation

and increases the risk of mind control, and that it places a premium on cognitive processes

while exploitation, dominance, and control fester in the material world. These imprisoned

mentalities can be observed in the organizational decision-making process, where narrowed

strategic directions result in the failure of organizations to adapt to a wider and more diverse

direction-seeking environment. In fact, metaphors shed powerful light on areas that, over

time, become traps for organizations.

Therefore, "psychic prison" is a useful idea for better understanding employee

behavior in the workplace and identifying potential obstacles to success. Managers need to be

aware of employees who are stuck in a rut and help them develop plans for moving forward.

Establishing a culture of support and acceptance in the workplace may be part of this, along

with providing supplementary vision, training, mentorship, and assistance. Orton & Weick

(1990) stress that a unified direction and sense of purpose, or "vision," helps organizational

members develop flexible systems and integrate the whole organization. By identifying and

fixing the root causes of the "psychological prison," it's feasible to make the workplace a

place where workers feel valued and supported in their efforts to realize their own potential.

This will make it possible to create the right conditions for the "psychological jail" to grow.

Organizational culture, vision, and workplace motivation dynamics

In the metaphor of the psychological prison, cultural and social subgroup affiliations

would likewise have an unconscious meaning. Morgan argues that an organization's

"common values" are "frequently rooted in shared concerns that lurk below the surface of

conscious knowledge" (p. 226). These instincts are not always good; they can cause harm.

For example, team members may intentionally undermine their own success by undermining

that of a colleague out of a misguided concern that others would view them as less capable.

It's possible that culture, like an organization, isn't what it seems to be (p. 227).

According to Morgan, the concept of managing culture needs to include the

intangibles. Managers and leaders of an organization must study both the logical and the

illogical sides of culture. In the process of developing a new culture, they cannot discount the

role of the unconscious mind. "An organization’s culture is what makes the world what it is."

Furthermore, it effectively locks us into that reality. The metaphor of the "psychological jail"

serves to warn us of mental diseases that may follow our methods of thinking and to prompt

us to examine the foundational assumptions upon which we build our day-to-day experiences

(p. 211).

According to the metaphor of the "psychic prison," the dynamics of each given group

are affected by the unconscious features of its members, both individually and collectively.

Morgan explains "groupthink" as a form of mental confinement. Originally described by

Irving Janis as "situations where individuals are led along by collective illusions and

perceptions that have a self-sealing nature," groupthink occurs when "people are carried

along by group illusions and perceptions that have a self-sealing quality" (p. 211). Morgan

thinks the Bay of Pigs invasion is a prime illustration of how groupthink can lead to

disastrous results. This metaphorically exemplifies how a group's culture may entrap its

members. Analyzing group behavior in terms of structure and anxiety reveals members

resorting to defense mechanisms first developed in childhood. Bion found that when groups
face challenges to their smooth operation, they resort to operating methods that are defenses

against worry. Bion classifies these dispositions as either dependent, paired, or flight-or-fight.

Therefore, managers need to be aware of employees who are stuck in a rut and help

them develop plans for moving forward. This may be achieved by creating a welcoming and

encouraging work environment, being attentive to staff members' needs, and giving them the

tools and guidance, they need to do their tasks well. Recognizing the necessity of building

connections with one's staff is crucial, as it may aid in the growth of trust and a sense of

belonging. According to different scholars and business consultants, probably the only

answer to this daunting question is an organization’s sense of purpose, vision, culture, and

values (Kantabutra & Avery, 2010).

Promoting open dialogue may help create a warm and accepting atmosphere. The best

method to do this is to have an "open door" policy and encourage people to share their ideas

and opinions. Collaboration, comprehension, and an environment of trust and acceptance may

all flourish under these conditions. In addition, it's crucial to regularly commend and discuss

the progress of staff members. This can help reduce anxiety while also increasing self-

assurance and drive, resulting in competitive performance in organizations if done frequently.

Equally important is creating an atmosphere at work that encourages productivity and

growth. It is important to cultivate a work culture that values cooperation and innovation and

encourages its employees to share their ideas in order to generate a sense of camaraderie and

a sense of belonging within a team. In order to ensure growth and sustainability,

organizations need to understand the difference between "positive and negative" visions as

well as "strong and weak" visions (Senge, 1990; Rafferty & Griffin, 2004).
 When describing organizations in the context of a desire for immorality, Becker uses

the metaphor of a "psychological prison," which makes the idea of motivation clear. In

addition, according to Becker, people spend a great deal of their lives burying their morbid

concerns in the depths of their subconscious in an effort to ignore the inevitable truth of

death. (p. 220) From this point forward, Becker endorses the Freudian idea of suppressed

sexuality in the workplace. Klein's idea of unresolved persecutory anxieties reveals yet

another facet of motivation. This idea prevents businesses and people from developing

because it prevents people from taking feedback into account and making necessary changes.

Furthermore, a protective and tense atmosphere is typically fostered. (p. 227) Morgan defines

anality, a notion from Freudian psychology, as an organizational driver. Furthermore,

companies can be inspired to inculcate the values of control, discipline, obedience,

responsibility, and rule-following in their employees in a way that is both unconscious and ad

hoc.

According to the metaphor of the "psychological prison," one's unconscious might be

interpreted in several different ways that can affect one's perception of who holds power and

influence. Application of Freudian theory, for instance, would view things like acquisitions,

mergers, and the like as institutionalizing anality. If the idea of the patriarchal family is

applied to organizations, they will be seen as an extension of the family, where power and

influence are naturally held by men. To look at power and influence through the prism of

hierarchy, mortality, and eternity is to see an attempt to convince oneself that one is more

potent and in charge than one truly is.

Conclusion

According to studies, metaphors are effective mental tools that promote a more open

mindset (Grant & Oswick, 1996). They give our lives significance by shaping our core values
and beliefs via involuntary emotional reactions to the world around us (Charteris-Black,

2005). They provide us with new perspectives and help us create our world (Morgan, 2006).

The power of metaphor lies in its ability to describe and create a common reality inside an

organization. In addition, these situations present chances for organizational theorists to aid

managers and change agents in recognizing and controlling the impact of unconscious

influences on their own businesses. A word of caution: metaphors lose their power when

taken at face value (Trim, 2007). Metaphors both create and reflect the realities of their users.

This makes them subjective, which disqualifies them as an objective measure (Morgan,

1996). As Morgan (2006) pointed out, metaphors shine brightest when used to encase

intricate ideas and test out novel lines of thought.

Morgan (2006) states that, from a global viewpoint, much has been studied about the

metaphor of organizations as cultures. As a result of technological advancements, there are

fewer barriers to information sharing inside businesses. A more global perspective is needed

in future studies of the intersection of business and society. The effect of modern technology

on the rise and fall of metaphors is an interesting topic to study in the future.

It is crucial that the value of workers' mental and physical health be recognized.

Counseling and other forms of employee help for mental health should be considered part of

the benefits package. In addition, it is also crucial to create a culture where employees feel

safe talking about the difficulties they're experiencing with their mental health and to provide

them with the resources they need to take charge of their own mental health. By first

comprehending the "psychological prison" and then taking efforts to build a friendly and

understanding workplace, it is feasible to create an environment in which people may feel

empowered and are able to achieve their goals. The positive effects on productivity, morale,

and job satisfaction may be substantial. It's also important to remember that it's possible to
create a safe and supportive workplace where everyone can succeed despite the presence of

stress and worry. This is not something to be overlooked.

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