To design effective organizational change interventions, HRD professionals must first
understand the history and culture of the organization. They must also understand
how existing paradigms influence how employees define problems and design solutions,
and the difference between employees' espoused theories and theories-in-action. Can
metaphors be used to analyze and describe cultures and to highlight employees' paradigms,
espoused theories, and theories-in-action? This chapter answers this question and
illustrates the application of metaphor in organizational change using the case study
of a university business school.