Matthew Lyle, an assistant professor at Binghamton University’s School of Management, directs a pioneering study on just that. This scholarship shows that historical fictions can have a huge impact on shaping the culture of an organization. The research, titled "The Branching Influence of Historical Myths," was published in the journal Organization Science. Focusing on implementation, it explores how framing new initiatives as “all or nothing” results in consequences or backlash. The research examines other models that encourage candid dialogue about what has come before.
Lyle and his co-researchers went in for an extensive analysis. To do so, they took advantage of data collected through in-person interviews, internet message board posts and YouTube videos. The research particularly looked at two union organizations inside the two major South Korean media conglomerates. By diving into these causal accounts, the researchers hoped to make sense of how historical narratives not only reflect but shape organizational dynamics and modes of decision-making.
The Impact of Historical Narratives
Central to the study, the authors identify how powerful historical narratives can be in establishing a framework for organizational behavior. For that reason, she thinks that framing new initiatives as “all or nothing” might work against more progressive policy changes. Instead, he suggests that companies should foster an environment where employees are encouraged to share their memories of previous initiatives openly and honestly.
"We know that history can be very motivating—returning to a proud period and using it as an inspiration to break away from an awful period—but we found in this study that you can motivate people more effectively by telling them that even their attempt to enact the initiative is valiant," said Matthew Lyle.
The research revealed that one union organization viewed a strike in 2012 as a historic turning point and was able to endure through its failures. For the one union that did, in 2012, it involved confronting a “largely shameful past.” They quickly jumped at the opportunity to deal a second blow in 2014. This chasm in responses illustrates the potent impact of historical narratives on institutional priorities and actions.
Insights from South Korean Unions
Lyle and his team dug deeply into the data generated by 30 YouTube videos produced by the unions. Their extensive analysis yielded unique discoveries as to why and how these unions moved. The study chasteningly showed a very different picture averse to the possibility of re-striking in 2014. The hard-won union that had once seen the 2012 strike as a historic milestone now faced a counterfactual union that had confronted a discouraging historical narrative.
"There's a good use for this research in any organization wondering if it can stay afloat. I would encourage them to be more honest about what needs to get done and acknowledge that, while they likely haven't always succeeded, everyone's going to do their best now to draw upon those positive elements of the past to make a better future," Lyle stated.
The success of the union in forcing the CEO's resignation in 2014 appeared rooted in how they motivated participants during the 2012 strike. It would therefore seem that shared experiences and collective memories develop meaningful connections between employees that foster the conditions necessary for solidarity and mobilized collective action.
Encouraging Honest Reflections
The practical aspect of the study challenges organizations to critically and honestly assess their previous efforts. This routine fosters relationships and builds goodwill for the next time they need to collaborate. In their story, Lyle and his co-researchers emphasize the power of experience. They encourage businesses to engage experienced workers to contribute their recollections and perspectives from previous efforts.
Here’s how organizations can create a culture that welcomes employees’ voices. This kind of collaborative environment inspires all parties to align in furtherance of shared enemy goals. This new approach builds on what we have done right and what we have done wrong. Most importantly, it inspires people to use the good parts of their past to build an even better future.
"That's enough to get people on board so you can get the support you need to make a change happen." – Matthew Lyle
