Multiple parochial disciplines, treating organizations like people, visionaries and skeptics, chic and mystique, and active mystification

Sample Solution

   

The two mystifications that I have chosen to examine are:

• Multiple parochial disciplines
• Treating organizations like people

Multiple parochial disciplines

The mystification of multiple parochial disciplines refers to the fact that organizations are often made up of different departments and divisions, each with its own language, culture, and values. This can make it difficult for employees to communicate and share knowledge with each other, and it can also create silos within the organization.

Full Answer Section

    Examples of multiple parochial disciplines in organizations:

• A company has a separate sales and marketing department, and the two departments rarely communicate with each other. This can lead to missed opportunities and a lack of alignment between the two departments' goals.
• A hospital has different departments for medicine, surgery, and nursing. The departments often have their own cultures and values, and they may not always work together effectively. This can lead to delays in patient care and a lack of coordination between the different departments.

Treating organizations like people The mystification of treating organizations like people refers to the tendency to anthropomorphize organizations and attribute human qualities to them. This can lead to a number of problems, such as the belief that organizations can learn and grow in the same way that people do, and the belief that organizations have their own intentions and desires. Examples of treating organizations like people in organizations:

• A manager says, "Our company is really struggling to learn from its mistakes." This statement implies that the company is a sentient being that is capable of making mistakes and learning from them.
• A consultant says, "We need to help the company change its culture." This statement implies that the company has a culture that is separate from the cultures of the people who work for it.

Extent to which these mystifications exist in my organization I work for a large technology company, and I have seen evidence of both multiple parochial disciplines and treating organizations like people in my organization. Multiple parochial disciplines My company has a number of different departments and divisions, each with its own expertise. This can be a good thing, as it allows us to have a deep understanding of a wide range of topics. However, it can also make it difficult for employees to communicate and share knowledge with each other. For example, I recently worked on a project with a team from the engineering department. I found it difficult to communicate with them because they used a lot of technical jargon that I was not familiar with. Additionally, the engineering department has a very different culture from the department that I work in. This made it difficult to collaborate with them effectively. Treating organizations like people I have also seen evidence of treating organizations like people in my organization. For example, I have heard managers say things like, "Our company is really struggling to learn from its mistakes." This statement implies that the company is a sentient being that is capable of making mistakes and learning from them. Additionally, I have seen consultants come into our company and talk about changing the company's culture. This implies that the company has a culture that is separate from the cultures of the people who work for it. Impact of these mystifications on my organization The mystifications of multiple parochial disciplines and treating organizations like people can have a negative impact on organizations. Multiple parochial disciplines can make it difficult for employees to communicate and share knowledge, and it can also create silos within the organization. Treating organizations like people can lead to unrealistic expectations about what organizations can learn and accomplish. How to mitigate the negative effects of these mystifications There are a number of things that organizations can do to mitigate the negative effects of multiple parochial disciplines and treating organizations like people.

• Encourage communication and collaboration between departments. This can be done through cross-functional teams, regular meetings, and shared workspaces.
• Create a culture of shared learning. This can be done by providing employees with opportunities to learn from each other, such as through training programs, mentoring programs, and knowledge-sharing sessions.
• Set clear goals and objectives for the organization. This will help to ensure that everyone is aligned and working towards the same goals.
• Provide employees with the resources and training they need to be successful. This will help to reduce the risk of errors and mistakes.

By taking these steps, organizations can create a more cohesive and effective learning environment. Conclusion The mystifications of multiple parochial disciplines and treating organizations like people are often present in organizations, and they can have a negative impact on organizational learning and performance. By understanding these mystifications, organizations can take steps to mitigate their negative effects and improve their ability to learn and adapt.