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Related Experiment Videos

Breaking the trance.

J Flower

    Physician Executive
    |October 4, 1997
    PubMed
    Summary
    This summary is machine-generated.

    Organizational trances, characterized by autonomous thinking and automatic behaviors, are common. To disrupt harmful organizational trances, introduce parallel realities and alternative perspectives.

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    Area of Science:

    • Psychology
    • Organizational Behavior
    • Sociology

    Background:

    • Milton Erickson, a pioneer in hypnotherapy, viewed trance as a common, everyday state.
    • Trance states share characteristics: altered consciousness, autonomy, deep trance phenomena, repetition, and universality.
    • Organizations can exhibit similar trance-like states, characterized by ingrained thinking and automatic behaviors.

    Purpose of the Study:

    • To explore the concept of "organizational trances."
    • To identify the characteristics of organizational trances.
    • To propose methods for disrupting harmful organizational trances.

    Main Methods:

    • Conceptual analysis drawing parallels between individual and organizational trance states.
    • Examination of organizational behaviors as manifestations of communal habits or "knee-jerk reactions."

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  • Proposal of "parallel realities" as a strategy to counteract detrimental organizational trances.

    • Main Results:

    • Organizational trances are defined by autonomous mindsets and automatic behaviors, akin to "communal habits."
    • These organizational trances can be deeply ingrained and resistant to change.
    • Building parallel realities is suggested as a method to loosen the grip of harmful organizational trances.

    Conclusions:

    • Organizational trances are a valid concept for understanding collective behavior.
    • Harmful organizational patterns can be disrupted by introducing alternative perspectives and realities.
    • The concept offers a novel framework for organizational change and development.