Bolman/Deal Reframing Organizations

[Manuel Gross]

Bolman/Deal Reframing Organizations

Reframing Organizations

by

Lee G. Bolman & Terrence E. Deal

Subtitled: The Leadership Kaleidoscope

Reframing is a key idea. Failure due to lack of imagination. Frames concept employs usable knowledge. Structural goals specialized roles formal relationships division of labor rules, policies, procedures, and hierarchies Problems arise when structure does not fit situation Human Resources extended family feelings, prejudices, skills, and limitations tailor org to people Political arenas contests jungles interests compete for limited resources conflict is rampant bargaining, negotiation, coercion, and compromise Problems arise when power is concentrated in wrong place or when so broadly dispersed nothing gets done. Symbolic cultural and social anthropology tribes, theater, or carnivals cultures on rituals, ceremonies, stories, heroes, myths org is actors Integrating the Four Frames Multiframe thinking requires movement beyond narrow mechanical thinking. See Overview Table of Four Frames Return to Outline Structural Frame Specialized tasks, sequential work, close supervision, top down. Blueprint for pattern of expectations and procedures. stable environments are hierarchies and rule oriented. to achieve goals and objectives rationality prevails over personal and external pressure designed to fit orgs circumstances. increase efficiency through specialization & division of labor forms of coordination and control to insure success problems solved through restructuring. 1. How to allocate work knowledge or skill time product customers or clients geography process 2. How to coordinate different roles Combining vertical and lateral power. As a group, the org decides course of action, this is lateral or horizontal decision making. Once all agree, consensus, then the leader can act in vertical fashion because all have had a stake in its creation. Problems arise in top down situations. Imperatives Size and Age Core Process Environment Strategy and Goals Technology people Pressures Impulsive Stagnant Headless Environment shifts Technology Change Growth of Org Leadership Change Zebra pages 77 & 332 Small groups: one boss is top down dual authority task oriented Simple hierarchy is layers Circle borders on "web inclusion" All-channel network is the web. Star within the circle. Return to Top Return to Outline Human Resources Frame McGregor of MIT helped develop ideas. "Open system," communication of good and bad news, self-managing teams, peer-controlled pay system. This frame regards people's skills, attitudes, energy, commitment. This frame champions idea that orgs can be stimulating, rewarding, and productive. If org concerns itself with it's people's welfare then it will succeed. Maslow's hierarchy of human needs: Physiological (oxygen, water, food, comfort) Safety (safe from attack) Belongingness and Love Esteem (to feel value of self) Self-actualization (to reach one's potential) Manager's assumptions about people become self-fulfilling prophecies. If you have low expectations you will get low productivity. Conflict If conflicts arise people tend to: withdraw become apathetic, passive, indifferent resist (sabotage, featherbedding, deception) try to climb hierarchy to better jobs form groups (unions) teach children negative things about work Improving HR Management David Owen Wales 1771, knitting mills. Stopped child labor, sent them to schools. He cared for his workers by giving clean safe homes. Preschool, child care, and schools. He knew value of human capital. Invest in People hire right Reward well Provide job security Promote from within Train and Educate Dewey: Learn by doing OJT Share the wealth Empowerment Autonomy and Participation Job Enrichment and Cross-Utilization Teaming Democracy and Egalitarianism TQM = Total Quality Management T-Groups: "sensitivity training," participants and researchers quorum after session to discuss observations. Trainers and participants join in groups as a sort of "plenary." Honest feedback is crucial. Survey workers re motivation, communication, leadership, climate. OD = Organization Development became product of TQM, T-groups, and Surveys. Putting it in Action Interpersonal Dynamics What is happening? Why do people behave as they do? What can I do? Model I problem caused by other people develop private, unilateral diagnose and solution get other person to change by logic, influence, force if other resists become defensive intensify pressure Result is wasted energy, strained relationship, deterioration in decision-making processes. Model II Emphasize common goals & mutual influence Communicate openly publicly test assumptions Combine Advocacy with Inquiry When mangers feel vulnerable, they revert to self-protection. Personality Tests Meyers-Briggs Barbarian's Online Test Page Groups needed to solve problems creates informal roles with so many formal roles around informal rules evolve develop listening skills agree on basics search for commonness Experiment Doubt your infallibility differences of personalities are a groups responsiblity Groups create shared vision, Leader steers the ship. Return to Top Return to Outline Political Frame Sees orgs as alive screaming arenas. Political Frame appears to be primary determinant of success in certain jobs. p 278 Focus of the political Frame is not on resolution of conflict, but on strategy and tactics. Orgs are coalitions differences among coalition members scarce resources scarce resources and differences = conflict bargaining, negotiating, jockeying POWER PF Insists Orgs are Coalitions Org should clear and consistent goal(s) established by person with authority articulate between structural and political. result can be confusing with multiplicity of goals many in conflict Power Authority is just one power recognizes people recognizes resources forces groups to articulate need and to mobilize produces reality players = authority + partisans to those with info and expertise who does rewarding has power coersive alliances and networks Access and control of agendas Control of meaning and symbols Personal power Conflict not a problem as much as something is amiss not to be resolved as much as to form strategy and tactic has benefits and costs natural and inevitable challenges status quo encourages new ideas and approaches Horizontal: between groups, depts Vertical: between levels Cultural: groups with diff values, traditions, beliefs. Imported Summary Managers should be "constructive" politicians. political frame offers different perspectives Skills of Political Manager Set Agendas sets goals and schedules statements of interests and direction provide a vision and strategy for achieving vision provide direction while tending to needs of stakeholders while gathering plant too. a vision without a strategy is an illusion not automatic find order amid chaos move with speed and focus Mapping the Political Terrain know where explosives are channels of informal communications id principal agents of influence possibility of internal and external mobilization anticipate strategies of others draw it up on paper Networking and Building Coalitions Id relevant relationships Assess who might resist, why and how strongly develop relationships with opponents to facilitate communications When 3 fails be forceful or subtle No strategy will work without power base Find friends, cheerleaders "horse trading", negotiating Bargaining and Negotiation bargaining is central to decision making Creating Value vs Claiming Value Creative = be inventive and cooperative for win-win Claiming = be forceful, to achieve win-lose Positional bargianing means you start at a place and give concessions Principled bargaining: emphasizes creating not claiming 1. separate people from problem 2. focus on intersts, not positions 3. invent options for mutual gain 4. insist on objective criteria: standards of fairness Morality Individuals empower self through understanding Bureaucrcies leave indiv feeling vulnerable, powerless, helpless promote empowerment build support adversaries are both difficult and interesting Let them go tell them your vision state your best understanding of their position Id your own contribution What you plan to do appeal to higher order: morals, ethics What is ethical following rules that are understood and accepted? comfortable discussing and defending your action? Would you want someone to do it to you? What if everyone acted that way? Are there more ethical ways? Moral judgement: Mutuality Generality Caring Arenas conflicts as well as shared interests Bottom-Up Pol action Unions civil rights movement Political Barriers to Control from the Top Central admin institutes Workers are surprised, not in process Lesson is to involve community Agents Agents of change in larger ecosystem All orgs have power Return to Top Return to Outline Symbolic Frame Organizations reek of symbolism from the edifices they work in to their mascots, colors, and products. That some company names have become words, ie xerox, scotch tape, coke, attest to the power of symbolism. Meaning, belief, and faith are central to symbolism not what happened but what it means how people interpret life is ambiguous symbols are created to eliminate confusion, ambiguity To provide direction, and anchor hope and faith They form culture tapestry, myths, rituals, ceremonies, and stories. sees life as more fluid than linear embody and express culture symbols help find meaning in chaos, give clarity in confusion, predictability in mystery myths, fairy tales, stories provide explanations rituals and ceremonies give heritage Metaphor, humor, and play loosen up and provide depth to situation. MYTHS: Provide stories behind the story. They can blind us to new info and learning opportunities. Myths are not authority. They can keep us sane. All orgs rely on myths or sagas. Myths create internal cohesion, sense of direction, confidence. STORIES & FAIRY TALES: They convey info, morals, values. RITUAL: Gives structure and meaning to daily life. Morning Coffee. Used to create order, clarity, and predictability. Intiate newcomers. CEREMONY: Grander than Ritual, more elaborate, less frequent. They punctuate special events. METAPHOR, HUMOR, & PLAY show "as if" quality of symbols. Metaphor: Cook says he is a professional, an artist, a business person and a worker. Humor allows for loosening of tension. Organizations are Cultures Meetings attract people, problems and solutions An org without a plan is rudderless, short-sighted, and reactive. Plans are symbols Plans become games Plans become excuses for interaction Plans become advertisements Evaluations are a ritual to appease the natives. Evaluation is high drama and symbolizes success or failure. Power is inherently ambiguous Orgs are judged primarily by appearance or symbols Leading Principles How one becomes a member is important done by ritual, applying, interviewing etc Diversity gives competitive edge Example, not command, holds team together Specialized Language fosters cohesion and commitment Stories record History and Give Group Identity Humor and Play Reduce Tension and Encourage Creativity Informal players contribute disproportionately to Formal Roles Soul is the Secret of success Return to Top Return to Outline Integrating Frames Table 15.1 Hypertext Simultaneous events Multiple Realities Matching Frame to Situation Choosing A Frame Reframing in Action Essence of reframing is examining the same situation from multiple vantage points to develop holistic picture. Each Frame provides advantages, but also blind spots. Structure: ignores everything outside jurisdiction, rules, policies, org charts. Does this mean schools should be concerned with things in the home etc? Reliance on structure negates other frames influence. Human Resources: can cling to romanticized view of human nature. Not all are looking for growth and collaboration. Politics: clinging can create cynicism and mistrust. Often misunderstood to be amoral, scheming, and unconcerned about the common good. Symbolic: can be mere fluff or camoflage Pages 282-293 provide a great look at how to utilize the frames in action. Cindy Marshall in new position and how she could handle given situations to her advantage/disadvantage. Leadership Leadership has great reverence. Not tangible It exists only in the relationships and in the imagination and perceptions of the engaged parties. We expect leaders to persuade or inspire not coerce We expect leaders to produce cooperative efforts Obedience to leaders is voluntary not forced Authority is often an impediment to leadership Leaders make things happen and things make leaders happen. Context determines what to do Leaders are not independent actors Leadership is a sutble process of mutual influence fusing thought, feeling, and action to produce cooperative effort in the service of purposes and values of both the leader and the led. Single frame leaders fail! Good leaders have vision, strength, commitment and are situational (they adapt). They set standards, create focus and direction, ability to communicate vision, doing work well, inspire trust and build relationships, honesty. Leadership varies with the situation. Reframing Leadership See Chart Structural Leaders: do their homework rethink the relationship of structure, strategy, and environment focus on implementation experiment, evaluate, adapt Human Resource Leaders: believe in people and communicate their belief visible and accessible empower others Political Leaders: clarify what they want and what they can get assess the distribution of power and interests build linkages to key stakeholders persuade first, negotiate second, coerce when necessary Symbolic Leaders: use symbols to capture attention frame experience discover and communicate vision tell stories, See Gettysburg Address Reframing Change Hopeful beginnings, turbulent middle, and a discouraging ending Change rationally conceived traditionally fail Restructuring, Recruiting, and Retraining are simultaneous actions to effective Reframing Retraining is crucial esp when new technology comes in Veterans become neophytes In realignment structure provides clarity, predictablity, and security. Change creates conflict As change emerges camps form: supporters, opponents, fence-sitters Often status quo prevails and change agents lose Arenas provide rules, referees, and spectators Successful change requires an ability to frame issues, build coalitions, and establish arenas Ritual is essential in change Soul The Factory: Excellence and Authorship The Family: Caring and Love The Jungle: Justice and Power The Temple: Faith and Significance Chapter 20 pages 354-376 provides a great scenario of using the Frames in action. New Principal walks into problems and uses frames to solve them.

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