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The role of metaphors in the strategic change consultancy process: the case of Sir John Harvey‐Jones
Author(s) -
Perren Lew,
Atkin Roderick
Publication year - 2000
Publication title -
strategic change
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.527
H-Index - 16
eISSN - 1099-1697
pISSN - 1086-1718
DOI - 10.1002/1099-1697(200008)9:5<275::aid-jsc503>3.0.co;2-4
Subject(s) - metaphor , face (sociological concept) , persuasion , process (computing) , strategic thinking , principal (computer security) , business , position (finance) , strategic management , sociology , marketing , public relations , management , strategic planning , economics , psychology , political science , computer science , linguistics , social psychology , social science , philosophy , finance , operating system
This paper conducts a detailed analysis of the metaphor exchanges between a notable strategic change consultant — Sir John Harvey‐Jones and managers and owners from eight companies. The following principal themes emerge from the analysis: Metaphors can be used as a way to demonstrate the disparity between the current position of the business and how it needs to change. Traded metaphors in an interview may reveal the fundamental issues facing an organization and the need to embrace strategic thinking to address them. The exchange of metaphors appears to be at the heart of disagreements and agreements between the change consultant and the managers and owners in the firms examined. Disagreement on traded metaphors between the change consultant and the other parties to the conversations suggest that advice will not be heeded. Trading metaphors may offer a less threatening way to explore sensitive strategic and organizational change issues with managers and owners. A core metaphor can be developed to communicate and legitimize the new desired corporate direction to all stakeholders. A core metaphor can also become a beacon for the strategy implementation process. Metaphors are not just a mechanism of persuasion but are an integral part of the strategic consultancy performance. The presence of humour in traded metaphors can save face for all concerned. Copyright © 2000 John Wiley & Sons, Ltd.