Organizational Autism Metaphorization
Keywords:
Organizational autism, conceptual metaphor, conceptual mapping, organizational pathology, resistance to change, communication deficitsAbstract
This study was conducted with the aim of explicating and conceptualizing “organizational autism” as a diagnostic–explanatory metaphor for understanding organizational dysfunctions. The research design of this applied qualitative study draws on a conceptual metaphor approach based on mapping a source domain (autism) onto a target domain (the organization). Data were collected through metaphor-elicitation sessions and in-depth semi-structured interviews with 13 experts, using snowball sampling until theoretical saturation was achieved. Data analysis was performed using the mapping analysis method. The validity of the metaphor was confirmed based on Cornelissen’s eight principles for evaluating metaphors (Cornelissen, 2006), and reliability was established through an inter-rater agreement coefficient of 0.74 and a test–retest procedure. The findings indicate that the metaphor of “organizational autism” can conceptualize an interconnected set of organizational dysfunctions through seven key mappings: (1) deficits in social communication are mapped onto one-way communication, feedback discontinuity, and internal and external isolation; (2) repetitive behaviors are mapped onto rigid repetitive routines and the recurrence of inefficient processes; (3) resistance to change is mapped onto a culture of fear, excessive conservatism, and risk aversion; (4) social isolation is mapped onto the severance of ties with society, markets, and civil institutions; (5) intense focus on details is mapped onto prioritizing rules and procedures over outcomes and overarching goals; (6) sensitivity to new stimuli is mapped onto extreme reactions to minor changes and paralysis in the face of transformation; and (7) difficulty in processing complex information is mapped onto slow decision-making, inability to analyze the environment, and cognitive inadequacy. The combination of these manifestations portrays an isolated, change-averse, and inefficient organization trapped in a vicious cycle. As a result, it can be argued that “organizational autism” emerges when an organization experiences persistent dysfunction in communication, the consolidation of inflexible structures, deficiencies in information processing, and the dominance of a static culture. This condition leads to organizational isolation, reduced agility, diminished innovation, and weakened strategic decision-making. The proposed metaphor can function as a diagnostic roadmap, guiding transformational interventions away from treating surface-level symptoms toward addressing underlying systemic roots.
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Copyright (c) 2025 Abbas Asadi (Author); Davood Kia Kojouri; Reza Verij Kazemi, Mahnaz Rahmati Kazaz (Author)
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