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METAPHORS OF MINDFULNESS

Bee Scherer, Jeff Waistell

Contemporary Buddhism May 30, 2018 DOI: 10.1080/14639947.2018.1479557 (opens in new tab)

Study at a glance

AI-extracted from the abstract
Characteristics Theoretical or philosophical paper Peer reviewed
Topics Meditation
Citations 2
Key points Argues that Morgan's lasting contribution is the insistence that organisational theorising requires new metaphors, and that Hanh's extended metaphors of mindfulness, though transferable from Morgan's images, mediate different messages: they foster psychological and practical understanding of organisational members as ontologically interpenetrated, with mindfulness and metaphor complementarily realising awareness of this interconnectedness.

Abstract

This critical comparison of Morgan’s ‘Images of Organization’ and Hanh’s ‘Work’ considers whether Hanh offers new insights and metaphors. Morgan’s legacy resides not in his images but in showing that the dynamism of organisational theorising requires the generation of new metaphors. His images transfer onto Hanh’s psychology but largely mediate different messages. This study extends Morgan’s imagery and his understanding of the role of metaphor. Morgan’s heterogeneous, archetypal metaphors proliferate epistemologies in order to theorise organisations and broaden possible actions, whilst Hanh’s more specific, vivid, prescriptive, humanistic, homogeneous and extended metaphors explicate mindfulness across epistemological, (inter)ontological and performative dimensions—mediating the message that mindfulness provides psychological insight to human interconnectedness and guides relationships at work. Hanh’s extended metaphors of mindfulness foster a deep psychological and practical understanding of organisational members as ontologically interpenetrated. His mindfulness and metaphors are complementary in that both coherently mediate and realise awareness of this.

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