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Myth Making: A Qualitative Step in OD Interventions
David M. Boje
Behavioral and Organizational Science Group, Graduate School of Management, University of California, Los Angeles, California 90024.
Donald B. Fedor
Kendrith M. Rowland
University of Illinois at Urbana-Champaign, Urbana, Illinois 61801
An important aspect of organizational culture, which gives meaning to process and structure in human interaction, is myth making. This article proposes that organizational myths must be analyzed and incorporated into planning for organizational development. Typologies are presented to categorize myths according to their function. The role of myth within the organization's culture is discussed. The consultant is provided with methods and qualitative techniques for diagnosing the meanings and functions of myths. A life-cycle concept is applied to the timing of an intervention, recognizing a myth's different stages of acceptance and susceptability for change. Finally, a number of potential interventions are discussed in relation to their impact on the organization's myth system.
The Journal of Applied Behavioral Science, Vol. 18, No. 1,
17-28 (1982)
DOI: 10.1177/002188638201800104
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