eory, in any case, is to take some of the "mystique" out of organizational management: "If we take a closer look at the processes used, . . . we find that this kind of mystique and power is often based [not simply on intuitive, subconscious forces, but] on an ability to develop deep appreciations of the situations being addressed. Skilled readers develop the knack of reading situations with various scenarios in mind, and of forging actions that seem appropriate to the readings thus obtained" (p. 11).
Morgan argues that organizations cannot be managed more effectively merely by simplifying them in theory: "The approach to organizational analysis developed in this book stands against this general (simplifying) trend, in the belief that organizations are generally complex, ambiguous, and paradoxical. The real challenge is to learn t
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