When leaders view the world through a narrow viewpoint

How do we really understand an organization? Is it a machine, a family, a political system -- or perhaps a living organism? In Gareth Morgan's groundbreaking book Images of Organisation, we get not one answer, but eight different ways of thinking about organisations.

This is far more than academic philosophy. In an era marked by rapid change, paradoxes and intersecting demands, Morgan's approach gives us a powerful reflection tool: It helps us think more broadly, see more clearly, and act wiser.

A framework for understanding and challenging our assumptions

Morgan shows that no organization is one thing. We use metaphors, often subconsciously, to understand and deal with them. Each metaphor highlights something important, but also obscures other perspectives. This is not just a theoretical exercise: The choice of metaphor affects what solutions we see as possible, and what problems we discover at all.

Here are some of Morgan's best-known organizational photos:

The Machine — the organization as an efficient system of parts and routines

The organism — the organization as a living system in adaptation to the environment

The Brain — the organization as a learning and information-processing structure

The culture — the organization as a community characterized by norms, values and symbols

The political system — the organization as an arena for power, interests and negotiations

Prison for the Soul — the organization as a structure that controls and inhibits people

Change and transformation — the ever-evolving organization, shaped by chaos and self-organization

Theatre and Symbol — the organization as a stage for meaning, roles and staging

None of these are “right”, but all provide insight, and open up more possibilities in the face of complexity.

Why is this relevant today?

In an era of increasing complexity, paradoxes and interdisciplinary challenges, it is risky to think too simply about organizations. If you see your organization only as a machine, you will try to “fix” problems by tightening and controlling. If you see it as an organism, you will listen more for signals from the environment. If you see it as a political arena, you understand power play and loyalty.

When we attach ourselves too much to one metaphor, we risk becoming blind to other perspectives. We overlook human needs, misunderstand resistance, or underestimate cultural norms. Morgan's book reminds us that how we think shapes what we see -- and what we do. This is especially important today, where research on complexity, systems thinking and psychological safety shows that organizations succeed best when they are able to accommodate multiple perspectives at the same time.

As Morgan himself points out: “The biggest mistakes in organizations don't happen because we lack data — but because we see the world through too narrow a window.”

In practice: How to use Morgan's photos?

In leadership development, the images can be used as reflection tools: How does the leadership team view the organization? What perspectives do they miss to see?

In change processes, different parts of the organization often think in different metaphors. Making this visible leads to better communication and less resistance

In strategy work, seeing the organization as a living system, a theater, or a political landscape can provide different strategic moves and priorities

In conversations with employees, ask: What kind of image do you have of the organization now — and how does it affect you

Morgan's Strength: Flexibility, Reflection and Courage to Challenge

Morgan's strength lies not only in offering multiple perspectives, but in challenging our thought patterns and creating reflection about our own leadership choices. This gives managers and organizations greater capacity to deal with paradoxes, contradictions and uncertainties. His work has inspired increased awareness of how culture, power and learning are shaped by our mental models, and how this affects everything from communication to change management.

Morgan's book offers no ready-made answers, but opens up a more flexible and creative approach to management and organizational development. Working actively with organizational imagery increases the ability to understand both visible and hidden dynamics, and strengthens managers' ability to face complexity with curiosity, humility, and reflection.

In complex times, we don't need more simple answers. We need good questions and perspective.