The Flux and transformation metaphor is concerned with revealing what Morgan calls the ‘logics of change’ that give rise to the behaviour we see on the surface of organizations. We referred to this in Chapter 2 as a more structuralist orientation, seeking the mechanisms, or hidden processes, that shape those aspects of organizational activity to which managers normally devote their attention. The £ux and transformation metaphor, therefore, asks managers to be less super¢cial in the way they read what is happening in their organizations. Instead, they should map the counterintuitive behav- iour that is produced by interacting positive and negative feedback loops. Or they should seek to understand the consistent patterns that underlie the behaviour of even the most complex and apparently unpredictable of systems. Critics of this metaphor, as applied to organizations, doubt whether there are any deep, structural ‘laws’ that social organizations obey and worry about the unregulated power that might be given to experts if they manage to convince others that such laws do indeed exist.