1. Reframing Organizations, 4th ed.

2. Organization as Theater
Chapter 14
Organization as Theater

3. Organization as Theater
Dramaturgical and Institutional Theory
DiMaggio and Powell, “The Iron Cage Revisited…”
Organizational Structure as Theater
Organizational Process as Theater

4. Organizational Theater
Theater plays to both internal and external audiences
A convincing dramaturgical performance reassures external constituents, builds confidence, keeps critics at bay
Drama may have happy endings (like Polaris case) or tragedy (like Hurricane Katrina)

5. Dramaturgical and Institutional Theory
Dramaturgical theory: internal focus (organizational participants as players in a drama)
Institutional theory: external focus on how organizations project images to external audiences
“Institutionalized organizations” focus more on appearance than performance
When goals are ambiguous and performance hard to measure (as in universities and many government agencies), organizations maintain stakeholder support by staging the right play, conforming to audience expectations of how the organization should operate

6. DiMaggio and Powell, “The Iron Cage Revisited…”
“Isomorphism” – process of becoming similar to other organizations in the same “organizational field”
Coercive isomorphism – organizations become alike because law, regulation or stakeholders pressure them to do so
Mimetic isomorphism – organizations become more alike by copying one another
Normative isomorphism – organizations employing the same professionals become similar because the professionals have similar values and ideas

7. Organizational Structure as Theater
Structure as Stage design: an arrangement of lights, props and costumes
Makes drama vivid and credible
Reflects and expresses current values and myths
Public schools reassure stakeholders if…
The building and grounds look like a school
Teachers are certified
Curriculum mirrors society’s expectations
Colleges judged by:
Age, endowment, beauty of campus
Faculty student ratio
Faculty with degrees from elite institutions

8. Organizational Process as Theater
Activities (meetings, planning, performance appraisal, etc.) often fail to produce intended outcomes, yet persist because they help sustain organizational drama
Scripts and stage markings: cue actors what to do and how to behave
Opportunities for self-expression and forums for airing grievances
Reassure audiences that organization is well-managed and important problems are being addressed

9. Organizational Process as Theater (II)
Meetings as “Garbage cans”
Attract an unpredictable mix of problems looking for solutions, solutions looking for problems, and participants seeking opportunities for self-expression
Planning as ceremony to maintain legitimacy and reinforce participants’ bonds
Plans are symbols
Plans become games
Plans become excuses for interaction
Plans become advertisements

10. Organizational Process as Theater (III)
Evaluations
Often fail in intended goals of improving performance and identifying strengths and weaknesses
Ceremony signals the organization is well-managed and cares about performance improvement
Collective Bargaining
Public face: intense, dramatic contest
Private face: back-stage negotiation, collusion
Power
Exists in eye of beholder – you are powerful if others think you are
May be attributed based on outcomes

11. Conclusion Organizations judged by appearance The right drama:
Provides a ceremonial stage
Reassures stakeholders
Maintains confidence and faith
Drama serves powerful symbolic functions
Engages actors in their performances
Builds excitement, hope, sense of momentum