Supermarkets and Culture Clash: The Epistemological Role of Metaphors in Administrative Practice

Abstract

Metaphor analysis traditionally treats its subject as a figure of speech, that is, a purely literary device that can be replaced by literal language. However, recent work suggests that metaphors should be thought of as figures of thought strongly based in cognition; they thus imply action. This article examines a particular organizational metaphor that founders created and members used to form an organization. Tacitly known, the metaphor shaped building design; program offerings; management, staff, and client behaviors; and evaluation criteria. But it also fueled conflict with one subdivision of the organization whose professional practice was not in keeping with the actions the metaphor suggested. The case example, then, illustrates a metaphor that was both a help and a hindrence in shaping organizational action.

Although metaphors may clarify and confuse at the same time, it is not clear that we can eliminate this pitfall by substituting literal language or other metaphors. This article argues that organizational metaphors are not merely decorations or unclear thought, but are cognitively grounded and cannot be replaced without changing the way people think about and understand the nature and mission of their organization. The article addresses the argument that metaphors should be explicit and suggests some concerns this position raises.