Imaginal deficiency

Innovative Global Management through Metaphor (Part #3)

In the light of the above contextual constraints, it is useful to act on the assumption that the inadequacies of existing strategies are partly due to poverty of imagination -- namely to imaginal deficiency at the policy level. This is not the place to argue this case in detail. Some indications are provided in this section to contrast with richer possibilities presented in later sections.

The question to be asked is whether there is some pattern to our thinking which effectively limits the complexity of the policy options which tend to emerge, especially at the international level.

(a) Geometrical metaphor: As a first and very basic illustration, consider the language in which policy arguments are made. In any policy debate, much reference is made to the "points" made and occasionally to the "line" of argument. Agendas are structured in terms of "points". It is important to recognize that metaphoric use is being made of the most primitive geometric elements -- points and lines.

It is true that within geometry much can be constructed with points and lines, because of their fundamental nature. But it is also true that any such construction depends on clear recognition of intermediary structures such as surfaces and volumes of various well-established forms (polygons, conics, polyhedrons, etc). In the policy world occasional vague reference is made to "areas" (of specialized activity) and to "spheres" (of influence). But it clear that the kind of understanding required in architecture to move from such basic geometric insights to the construction of the simplest arch required for the most basic forms of building is totally lacking at the policy level -- except in the intuitive understanding of the need for "checks and balances". Any discussion of "bridge building" policies to link two opposing factions therefore tends to lack the conceptual scaffolding through which effective bridges could be constructed.

This may help to explain why the principal means of describing and designing organizations is the organization chart which is normally a hierarchical tree structure -- quite primitive in geometric terms.

Is it not appropriate to ask why no exploration has been made of the potential implications of more complex geometrical objects as a scaffolding for new forms of policy ? "What might emerge from endeavouring to structure an agenda, a declaration or a set of resolutions into a polyhedral form of some appropriate degree of complexity ? Through such a form, relationships between "points" can be defined more explicitly. "Areas" can be identified with precision. But potentially of the greatest significance, the assembly of points, lines and areas form a volume. In this way conceptual scaffolding is provided for an integrated whole, which is not the case with the normal jumble of policy recommendations. It is much to be regretted that the implications of Buckminsters work, especially on tensegrity structures, have not been explored in the design of more appropriate conceptual, policy and institutional frameworks.

(b) Positional metaphors: Much current policy discussion is based on identification of the "position" taken by each party, to the point that each is called upon to make their position clear. It is assumed that a reasonable debate can only take place if parties take up a "stance" on some position. Shifting "position" is perceived as recognition of the weakness of that policy position. Such static metaphors reinforce the static quality of policies and prevent the emergence of more dynamic policies which might be of requisite complexity to contain dynamic problem situations.

In life, only plants occupy fixed positions. To survive animals need to shift position and take up different stances according to the changing challenges of their environment. One insightful book on policy by Geoffrey Vickers, is entitled "Freedom in a Rocking Boat". On rocking boats, fixity of position is associated with instability. What kinds of policy might emerge if policies were debated in terms of dynamic positional metaphors such as "walking" or "dancing" ?

(c) Tool metaphors: It is quite amazing to note the way in which unimaginative use is made of the simplest tools to illustrate what are supposedly the most critical and sensitive policies. The saddest examples relate to military strategies as defined by nuclear "umbrellas" and "shields". Such thinking is reflected in the naming of military programs and defense systems, for example "trident".

Such metaphors raise the question as to whether there are not more complex tools which could provide the conceptual scaffolding to understand richer policy options.

(d) Domestic metaphors: The power of the metaphors used by politicians may effectively distract attention from the poverty of imagination. This is best illustrated by Harold Macmillan (former British Prime Minister) in attacking Margaret Thatcher's privatization policy as being a case of "selling the family silver". This powerful indictment of a complex policy was deflected by Thatcher's subsequent acknowledgement that she was indeed "selling the family silver", but that she was "selling it back to the family".

Again are there not more complex features of domestic life which could be used to open up a wider range of policy options ?

(e) Use of metaphors in business: Very extensive use of metaphors is made within the business community. Such metaphors are almost entirely based on military or sporting situations: "zapping the competition", "target audiences", "advertising ammunition", "keeping the ball in play", "scoring points", etc. Politicians have recently taken to declaring "war" on problems (cf "war on want"). Such terms, and especially "mobilization", have been taken over by intergovernmental agencies, even when their aims are ostensibly cooperative and peaceful.

But whilst western managers base their metaphors on a more mechanistic understanding of such sports, it is interesting to note that both the Japanese and Chinese make use of a more non-linear, organic or poetic understanding of such sports. A standard Japanese management text is concerned with the art and strategy of swordsmanship. It is appropriate to ask whether the use of richer metaphors is not a major factor in the continuing success of Japanese business strategies. Conversely the relative economic weakness of some societies may in part be due to the inappropriateness of the metaphors through their entrepreneurial initiativesd are contextualized or to their metaphoric impoverishment.

(f) Fiction: It is intriguing to note the kinds of policy-making environment envisaged in science fiction for the distant future. But even million of years hence, there is an unfortunate similarity to the dynamics of board meetings today, just as they themselves appear to bear a strong resemblance to those in Roman times. It is interesting that even in such distant futures galactic councils are envisaged as operating under some variant of Robert's Rules of Order.

It is not a question of the hardware through which information is presented, be it clay tablets, holographic or telepathic presentations. Rather it is a question of the conceptual scaffolding via which viable policy alternatives of greater richness can be comprehended and via which richer patterns of relationships can be woven between factions with distinct (or opposing) perspectives.

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Imaginal deficiency