Reframing Organizations, 3rd ed.
Chapter 16
Reframing in Action – Opportunities
and Perils
Reframing in Action –
Opportunities and Perils
 Cindy Marshall: new manager with a big
challenge
 Structural Scenario
 Human Resource Scenario
 Political Scenario
 Symbolic Scenario
 The Power and Risks of Reframing
 Reframing for Newcomers and Outsiders
Cindy Marshall
 New manager with big challenge

High risk dilemma: looking weak vs. acting
impetuously
 Each frame suggests distinct possibilities

Reframing as tool for generating options
 Scenarios: story-lines for generating options
for action

Each frame can be effective or not, depending
on skill and insight of individual
Structural Scenario
 Clarify goals
 Attend to relationships between structure and
environment
 Design and implement structure to fit
circumstances
 Focus on task, facts, logic, not personality or
emotion
Human Resource Scenario
 People are at the heart of organization
 Respond to their needs and goals, and they’ll be
committed and loyal in return
 Align needs of individuals and organization, serving
best interests of both
 Support and empower people


Show concern, listen to their aspirations
Communicate warmth and concern
 Empower through participation and openness
 Give people resources and autonomy they need to do
their jobs
Political Scenario
 Recognize political reality, deal with conflict
 Scarce resources produce conflict over who gets what
 Know the players (individuals and interest groups)
and what they want

Build ties to key players and group leaders
 Build a power base and use power carefully
 Overplaying your hand makes you weaker
 Create arenas for negotiation and compromise
 Look for and emphasize common interests to unify
your group

Rally troops against outside enemies
Symbolic Scenario
 Most important part of leader’s job is inspiration
Give people something to believe in
 People get excited about a special place with unique identity
where their work is important
 Be passionate about making organization the best of its kind,
communicate your passion
 Use dramatic, visible symbols to involve people,
communicate the mission
 Be visible, energetic
 Create slogans, hold rallies and celebrations, give awards,
manage by walking around
 Study and use organizational culture
 Use heroes, stories, traditions as a base for build cohesive,
meaningful culture
 Articulate a persuasive, exciting vision

The Power and Risks of Reframing
 Frames can be used as scenarios or scripts
to generate options and guide action


By choosing a new script, we can act in new
ways and create new possibilities
Choose the role and drama that works for you
 Each frame has distinctive advantages and
risks
Frame Risks
Frame
Risks
Structural
Ignore non-rational elements: irrational
neglect of human, political and cultural
elements
Over-rely on authority and underrely on
alternative sources of power
Blinded by romantic view of human nature
Too optimistic about trust and win-win in
high-conflict/high-scarcity situations
Human
Resource
Frame Risks
Frame
Risks
Political
Becomes cynical, self-fulfilling prophesy that
intensifies conflict, misses opportunities for
rationality and collaboration
You may be seen as amoral, scheming, selfish
Symbolic
Concepts are elusive
Effectiveness heavily dependent on user’s art and
skill
Symbols may be employed as fluff, camouflage,
manipulation
Awkward use of symbols may produce
embarrassment, ridicule
Reframing for Newcomers and
Outsiders
 Use of only one or two frames often leads to
entrapment: inability to generate effective options in
tough situations


Risk is even higher for newcomers and outsiders
(including members of groups that have historically
been excluded)
Newcomers and outsiders are less likely to get a
second chance or the benefit of the doubt when they
make mistakes
Conclusion
 Mangers can use the frames as scenarios, or
scripts, to generate alternative approaches to
challenging circumstances.
 Reframing is a complex skill that takes time
and persistence to develop