In Images of Organization Gareth Morgan suggests that the way we understand organisations is shaped by the metaphors we use. Each metaphor reveals something important about the organisational dynamics. They provide insights that simultaneously reveal and conceal. Morgan explores eight metaphors: machines, organisms, brains, cultures, political systems, psychic prisons, change processes, domination instruments.

In the Organisation in the Mind, David Armstrong suggests we build a mental model of the organisation. Our experience of the system gets inside us, and shapes how we interact, perceive, and make sense of organisational happenings. It is where our metaphors emerge.

I recently used a two-frame analysis to explore in a case study the dynamics of a fast-growing startup. In my analysis, I suggested that the dominant frame was organisation as machine, with a supporting lens of organisation as culture. And then followed up with an alternative analysis of the same startup as a political system that is going through transformation, and which is not divorced from its environment. So what does that all mean?

Let me start with explaining these concepts using my case study. Mechanistic organisations consider themselves as a closed system machine, producing products that customers love on time. They adopt an output-oriented approach, and control the production line to optimise overall performance and output. Examining the startup in question, it was scaling very fast, and needed to standardise and bureaucratise its processes. The end of its production line was Engineering and its focus was on identifying delivery issues and how much "slack" was needed to fix them.

We can look at the same startup as culture — we turn our focus on all the behaviours and patterns of shared meaning that contribute to its organisational culture, for example its values, norms, rituals, behaviours, and language. In our startup, we have a myriad of competing values. For example, the speed of delivery. Some people in Engineering wanted fast delivery, while others wanted to do things right. Some wanted to jump straight into code, while others appreciated the time to consider the consequences of quick actions.

Alternatively, we can look at the same startup as a political system, where different sets of interests, conflicts, and power plays shape organisational activities. We can see those power plays in communication patterns (who has all the context), decision making (who is allowed to make decisions) or even what groups are valued or not.

However, as much as metaphors can be revealing, they can also obscure other aspects of the organisation, because they limit our viewing of the organisation to particular frames. The metaphors we choose can either constrain our thinking or open up new possibilities for leadership, design, and collaboration.

So our questions to you are: what metaphor best describes your organisation right now? Or do you have a different metaphor? And lastly, is it helping, or holding you back?

~ Elle

What’s been happening?

We're going to be at Last Conf in Melbourne

Nicola will be speaking at Last Conf in Melbourne about Humanising Technology.

How do we retain our identity and agency when our environment is overstuffed with data and communicating is trying to drink from a firehose? Attempting to make life manageable, we categorise and filter and automatically process. With the advent of AI, we even have machines creating content for other machines. What does it take to reverse this effect? How do we humanise technology again, both on a local and a global scale?

Leading Engineering Teams workshop

A Head of Engineering who attended at our LET workshop recently gave us this testimonial:

I came away from the Leading Engineering Teams workshop with many practical insights. Elle and Lachlan create a unique space that is fun, respectful, and open. The mix of concise pre‑recorded learning videos, live sessions with a small group, and reflective questions after each day made for a great learning experience. It was incredibly valuable to learn from their extensive experience leading teams and to practice real scenarios for the topics discussed alongside other participants.

This workshop reminded me of the book The Invisible Gorilla: without the right frameworks, questions, and focus, it’s easy to miss what matters with everything else going on. Each day provides you with applicable tools to understand your team better and improve culture, productivity, and collaboration.

Thanks, Sebastian! We loved your contributions to the discussions and the experience as a whole.

For anyone interested in a similar experience, our next Leading Engineering Teams workshop is running December 1–4

Individual or group coaching

Are you looking for ways to improve your leadership skills and team performance?

Our second group coaching program is designed specifically for you!

A question we asked our last group coaching cohort is: “What’s one thing you’ll do differently because of this program?”. And their answers:

• Helping others think about change in different ways

• Managing my own productivity so I have a better foundation of time and energy, to lead others.

• Always seek a group of external peers: I get a lot of energy, ideas and new reflections

With two IECL certified coaches to facilitate and guide the sessions, you'll work with a small group of peers to explore specific areas related to leadership and team performance. The program includes an initial call, six online two-hour sessions, access to a private space, unlimited async access to your coach, and a wrap-up group call.

Learn more at https://blackmill.co/coaching-training/group-coaching. Or book an obligation free chat to explore your journey and your needs.

What are we reading?

• Why I Cannot Be Technical – The excellent Dr Cat Hicks with a deep hard take on the exclusivity of being Technical that was so thought-provoking and challenging that the Blackmill Book Club spent a session discussing it. It claims to be a 21 minute read, but if it hits you like it hit us, it’ll take you much longer than that.

• Five Kinds of Organizational Debt – Suzan Bond applies the metaphor of technical debt to organisations as systems. She gives five examples, then looks at how their effects compound when combined.

• Every Team Needs a Super-Facilitator – Jamil Zaki in the HBR on how to develop the skill of integrating diverse expertise, promoting equitable contributions, and cultivating trust.

• Indigenous Knowledge Protocols for non-Indigenous Folks – Excuse the LinkedIn link, but when Tyson Yunkaporta shares his knowledge and work, it is worth paying attention to.

• What “Use whatever herbs” Really Means – The wonderful Samin Nosrat on how to select and combine herbs in your cooking

What are we cooking?

One Giant Latke

Ever made just one ludicrously big wodge of fried potato? Now’s your chance.
This recipe is adapted from Michael Solomonov and Steven Cook’s Zahav.

Ingredients

• 2 russet potatoes, peeled and shredded (about 3.5 cups)

• 1.5tsp cooking salt

• olive oil, for frying

Instructions

1. Toss the potatoes with the salt and wring them out in a clean towel to remove excess water.

2. Put maybe 0.5cm of oil in a large skillet.

3. Add the potatoes and flatten into a single layer.

4. Turn the heat to medium and cook undisturbed until a deep golden crust forms on the bottom, 15-25 minutes.

5. Use a plate to flip the latke and cook the other side until deep golden brown. Probably another 8-15 minutes.

6. Slice into wedges and serve with smoked salmon, sour cream, and salad.

And we’re out

Thank you for showing an interest in our newsletter and we hope that you enjoyed the read. Feel free to contact us if you have any feedback, a burning question, or just a recipe that you would like to share.

Until next time, keep learning!

Everyone at Blackmill