Table 1 Summary of metaphors... | Emerald Publishing

Table 1

Summary of metaphors

Organizational metaphor	Conceptualization of organizational change	Conceptual relationship to patient engagement activities
Power and politics	Power is a central concept and concern. Organizational change manifests through persuasion and dynamics of competition	Along with other strategies, patient engagement programs participate in the politics of persuasion within the organization
Power and politics		The presence of a robust patient engagement program potentially bolsters the reputation of the organization
Systems	The organization consists of a series of interrelated processes. Patients may act as “process informants”, providing insights into these processes. Organizational change manifests through the refinements of these processes	Patient engagement programs are considered successful when they are embedded in organizational structures, continually participating in process improvements
Systems		Robust patient engagement programs may direct attention internally, potentially eclipsing outward facing and/or community engagement activities
Narratives	Language and meaning-making are central concerns. Organizational change manifests through the shifting of narrative or the “re-storying” of the organization	Patient engagement programs enrich the organization by providing alternate narratives. These contradictions and tensions are productive
Narratives		Patient engagement programs must also fit the “sanctioned narrative” of the organization, particularly as related to the declared values, mission and vision. Divergence from this narrative is experienced as potentially problematic

Organizational metaphor	Conceptualization of organizational change	Conceptual relationship to patient engagement activities
Power and politics	Power is a central concept and concern. Organizational change manifests through persuasion and dynamics of competition	Along with other strategies, patient engagement programs participate in the politics of persuasion within the organization
Power and politics		The presence of a robust patient engagement program potentially bolsters the reputation of the organization
Systems	The organization consists of a series of interrelated processes. Patients may act as “process informants”, providing insights into these processes. Organizational change manifests through the refinements of these processes	Patient engagement programs are considered successful when they are embedded in organizational structures, continually participating in process improvements
Systems		Robust patient engagement programs may direct attention internally, potentially eclipsing outward facing and/or community engagement activities
Narratives	Language and meaning-making are central concerns. Organizational change manifests through the shifting of narrative or the “re-storying” of the organization	Patient engagement programs enrich the organization by providing alternate narratives. These contradictions and tensions are productive
Narratives		Patient engagement programs must also fit the “sanctioned narrative” of the organization, particularly as related to the declared values, mission and vision. Divergence from this narrative is experienced as potentially problematic