Choose two mystifications (that is, multiple parochial disciplines, treating organizations like people, visionaries and skeptics, chic and mystique, and active mystification). Then, examine the extent to which the two chosen mystifications exist in your organization or an organization with which you are familiar. Justify your response with at least two specific examples of the selected mystifications.
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One mystification that exists in many organizations is treating organizations like people. This means attributing human characteristics and behaviors to the organization as a whole. For example, an organization might be described as "innovative," "aggressive," or "conservative." This mystification can create a sense of unity and purpose within the organization, but it can also lead to oversimplification and unrealistic expectations.
In the organization I am familiar with, this mystification is evident in the way employees talk about the organization's personality. For instance, they might say, "Our organization is very risk-averse, so it takes us a long time to make decisions." This personification of the organization disguises the fact that it is actually the people within the organization who are risk-averse, and it is their collective decisions that slow down the process. By attributing characteristics to the organization itself, employees might ignore the need to address the underlying culture or individual behavior.
Another mystification that exists in this organization is the visionary and skeptic mystification. This mystification occurs when individuals within the organization are divided into two groups: those who are seen as forward-thinking visionaries and those who are seen as skeptical and resistant to change. This dichotomy can oversimplify the complexity of individuals' perspectives and hinder productive dialogue and collaboration.
An example of this mystification is evident in decision-making processes. The visionaries may push for bold and disruptive ideas, advocating for major changes in the organization. On the other hand, the skeptics may question the feasibility and potential risks associated with these ideas. While it is important to have diverse perspectives, this mystification can lead to a lack of understanding and appreciation for the value that skepticism brings to decision-making. By categorizing individuals as either visionaries or skeptics, the organization may disregard valuable insights and hinder effective problem-solving.
In conclusion, mystifications such as treating organizations like people and the visionary and skeptic mystification exist in many organizations, including the one I am familiar with. These mystifications can simplify complex issues and relationships within the organization, potentially hindering effective decision-making and collaboration. It is important to decode these mystifications and understand the underlying dynamics and individual behaviors to foster a more inclusive and productive working environment.
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