TY  - JOUR
AB  - Stories and customs at work may mirror the culture, be survivals
from the past, or constitute a screen onto which fantasies are projected
serving as safety valves, sanctioned expressions of “outlaw
emotions”, or scapegoats. While some stories seem to challenge the
culture they in fact preserve it; others that appear to support norms
and values actually indict them. Organisational change managers must
take a more sophisticated approach, recognising organisations as
symbolic worlds and understanding the variety of expressive forms and
processes. They need to be aware of inconsistencies and contradictions.
They should leave some coping mechanisms in place while removing the
cause of sore spots in other instances. Finally, those implementing
change may be able to use some customs and stories themselves to aid the
process.
VL  - 4
IS  - 3
SN  - 0953-4814
DO  - 10.1108/EUM0000000001195
UR  - https://doi.org/10.1108/EUM0000000001195
AU  - Owen Jones Michael
PY  - 1991
Y1  - 1991/01/01
TI  - What if Stories Don′t Tally with the Culture?
T2  - Journal of Organizational Change Management
PB  - MCB UP Ltd
SP  - 27
EP  - 34
Y2  - 2024/04/25
ER  -