In organisations, building, architecture, and construction metaphors are frequently used to describe various aspects of structure, growth, and development. We use these metaphors to help convey complex ideas in a more relatable and visual manner, making it easier for people to understand and engage with organisational concepts.
From ‘organisational architecture’ to ‘service blueprints’ and ‘policy frameworks’, we associate concreteness and utility with often quite abstract ideas.
Misused (mixed) metaphors, occur when two or more metaphors are jumbled together. This can result in incongruous or ludicrous comparisons. They are typically accidental and are likely to be more perplexing or comical than revealing. Building on observations and reflections about organisational architecture and metaphor risks, this post therefore seeks to offer a short primer on the differences between these three ‘masonry’ metaphors.
Capstones, Keystones, & Cornerstones
Masonry construction metaphors feature in many corporate narratives. Strategy and marketing materials use stone masonry terms like keystone, cornerstone, and capstone to describe aspects of the organisation’s vision, mission, strategy, or product/service offerings. Regrettably, they sometimes miss the mark by mixing up symbolic meanings, and so distract their audience from the intended message.
When used in a strategic context, a “capstone” symbolises the culmination and integration of different strategic elements, a “keystone” represents an essential central element that holds the strategy together, and a “cornerstone” denotes the foundational basis upon which a strategy is developed and built. These metaphors highlight the importance of coherence, centrality, and foundational principles in effective organisational strategy.
The chart below lists various building and construction metaphors commonly used in governance and management discussions.
Capstone
The term “capstone” figuratively represents the culmination or pinnacle of an organisational strategy, akin to the final piece placed atop a structure. It signifies the cohesive synthesis of various elements of a strategy, bringing together diverse components into a unified whole. This concept is particularly relevant in strategic planning and project completion, where the capstone symbolises the final, integrating element that ensures consistency and balance within the organisation’s goals and actions.
Keystone
In an organisational context, the “keystone” can be interpreted as a central, indispensable element or principle that holds various parts of the strategy together. Like a keystone in architecture, which is crucial for the stability and integrity of an arch, a keystone in strategy would be a core component or policy that supports and gives coherence to the organisational structure or approach. It might be a key process, a critical resource, or a central organisational philosophy that is essential for the overall effectiveness and success of the strategy.
The keystone allows an arch to be self-supporting, and so provides the opportunity for a gateway or door to be fitted into a wall that might otherwise have obstructed entry. The keystone does not function in isolation from all of the other stones comprising the arch, and the wall in which it is situated. The keystone is the last wedge-shaped stone to be inserted into the arch structure and completes the process. It cannot ever be the first stone in the structure.
Cornerstone
The term “cornerstone” can be figuratively understood as the foundational element upon which a strategy or project is built. It represents the initial step or the fundamental principles that set the direction and tone for the entire strategy. As the cornerstone is critical in the construction of a physical structure, this element in organisational strategy is vital for providing direction, stability, and a base for future development.
More Rock & Stone Metaphors
Beyond the three masonry metaphors highlighted above, our figurative speech is littered with rock and stone references:
- We speak of people or things being rock solid.
- We might describe someone as stone-cold, or as a rolling stone.
- A lodestone could be the magnetic force drawing our strategy onward.
- A project plan may involve both stepping stones and milestones.
- A difficult colleague or a problematic initiative might be thought of as a millstone.
- Encouraging team members to greater effort, we urge them to put their noses to the grindstone.
The following table provides a few of these examples, along with their literal and symbolic meanings.
‘Casting the last stone‘
Despite the shift to more agile and flexible approaches necessitated by rapidly changing circumstances, all nonprofit organisations continue to require enduring and stable qualities in governance and management affairs. It seems likely that we will continue to use stone metaphors for some time yet.
Hopefully, we can do that without mixed meanings.
See also:
Choosing an Organisational Metaphor? Choose wisely!
