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The brain metaphor as the single most powerful metaphor through which to view
organizations has lead me to the following evidence to support this position. To begin, it is
important to understand what the brain metaphor is and how it shapes the organizational
formation of knowledge and also include human perception, thinking and learning. The brain
metaphor centers around the idea that the brain is an information processing system with the
ability to store a memory bank of data with a capacity to retrieve it from millions of separate
pieces into a coherent pattern. The brain is able to link stimuli and behavior with a linguistic
system that operates through a neural code to translate information, thoughts, ideas and actions
(Morgan, 72). The brain has been compared to a holographic system where it is possible to create
processes where the whole can be encoded in all the parts, so that each and every part represents
three resources assigned for this module. In the presentation by Professor Fritsvold and
Morrison, the quality of the organization is its resiliency and ability to adapt because the
paradigm and consider that one fit does not fit the entire organization. In essence, there are
opportunities for hybrid environments that will not fit the traditional policing “box” and will
allow for small group dynamics for decentralized innovative practices within the larger
organization. In addition, it is also important to look both internally and externally as a learning
Module 4 Assignment: Organizations as Brains 2
Professor Morrison’s example of being out with the troops at training and modeling leadership
demonstrates accountability that builds credibility for him, within the organization and amongst
the team. This provides the leadership with resiliency in their decisions because they better
understand the needs and it also creates the ability for staff to better understand the
While watching the film, Battle: Los Angeles, there were elements of several metaphors
that were observed. With regard to the brain metaphor, the holographic element of the brain
metaphor was vivid. As the battle escalated, decimating the world and eliminating the military
opposition, chaos ensued. Communication was suppressed disabling logistics and strategic
interoperability. The single unit lead by the new lieutenant with no combat experience, who was
paired with an experienced and tenured staff sergeant, were finding themselves in rapidly
changing situations. In these evolving scenes, they were learning to rely on each other as well as
their team where they were drawing from a depth of experience in combat and life, along with
organizational training and leadership. Each situation they encountered drew upon their
collective contributions to problem solve and survive. The holographic evidence favors a more,
self-organizing, decentralized, distributed form of intelligence. Pattern and order emerge from
The scene that resonated from the film was at the Los Angeles Police Station. In the
scene, the staff sergeant and lieutenant are alone. The situation is deteriorating rapidly as they
hide in the station trying to gain composure and reassess what logistically and tactically they
need to do next. The staff sergeant is asking the lieutenant for the next order and he does not
have a next order as he is unable to recalibrate from the overwhelming circumstances. The staff
Module 4 Assignment: Organizations as Brains 3
sergeant tells him, “You go left or you go right. I don’t care, make a decision.” His tone and
posture were a form of cybernetics. Cybernetics is the ability of a system to engage in self-
feedback (Morgan, 82). The actions of the staff sergeant allowed for their process, or their
system, to regain the intelligent formation of knowledge for decision making. This feedback,
negative in its tone and intent, lead to communication and learning. The four key principles in
cybernetics involve scanning significant aspects of their environment; ability to relate to the
information to the operating norms that guide that system behavior; detect deviations from these
norms; and be able to initiate corrective action (Morgan, 82). The lieutenant was then able to
adapt and provide a direct order. In addition, the team dynamics were the success of their
mission because they were allowed to emerge and change as different elements of the system
Collectively, there was substantial evidence to support the brain metaphor as the most
powerful metaphor to view organizations. However, establishing the climate and culture that
sustains the organizations will be challenging for leaders. A learning organization that has to
become skilled in breaking the boundaries separating it from the environment, to engage and
experience the environment as fully as possible (Morgan, 89). Contemporary leaders still
struggle with the ability to shift their architype and understand the need to be able to embrace
environmental change as a norm and develop mindsets and skills that can invent new ways of
doing business (Morgan, 88) Organizations that realize the untapped potential within their
personnel, create environments that develop leadership at all levels, let go of control a bit, just a
bit, they would become self-organizing, with potential for new forms of intelligence to emerge
(Morgan, 98).
Module 4 Assignment: Organizations as Brains 4
REFERENCES
Morrison & Fritsvold (2018). Presentation 4.1 Organizations as Brains. Retrieved from
https://ole.sandiego.edu/webapps/blackboard/content/listContent.jsp?course_id=_53934_
1&content_id=_1204034_1