Bolman and Deal Boleman, L. G. and Deal, T. E. (2021). Reframing organizations: Artistry, choice, and leadership. Hoboken, NJ: Jossey-Bass. By: Jason Ellis, Persi George, & Jacquie Carson Ingersoll Dr. Lee Boleman: - 20 years at Harvard University Professor of Leadership at University of Missouri-Kansas City. Dr. Terrance Deal: - 20+ yrs Leadership expert International consultant Has taught leadership courses at prestigious universities “A vision without a strategy remains an illusion.” Making Sense of Organizations “The demands on managers’ wisdom, imagination and agility have never been greater, and the impact of organizations on people’s well-being and happiness has never been more consequential” (p. 7). The Four Frames The Four Frames The Structural Frame The structural frame is a task-oriented frame. It focuses on strategy, setting goals that can be measured, clarifying tasks, determining responsibilities and reporting lines, agreeing on metrics and deadlines, and creating systems and procedures. In other words, the structural frame is all about the how of change. The Structural Frame Theoretical underpinning - (Sociology and management science) Scientific management - principles focused on maximum efficiency, specialization, span of control, authority, and delegation of responsibility. (Fayol, [1919] 1949; Gulick and Urwick, 1937; Urwick, 1937. Taylor, 1911) Monocratic bureaucracy • a fixed division of labor • a hierarchy of offices • a set of rules governing performance • a separation of personal from official property and rights • the use of technical qualifications (not family ties or friendship) for selecting and promoting personnel • employment as primary occupation and long- term career (Weber, 1947). Structural Assumptions 1) 2) 3) 4) 5) 6) Organizations exist to achieve established goals and objectives and devise strategies to reach those goals. 2 Organizations increase efficiency and enhance performance through specialization and appropriate division of labor. Suitable forms of coordination and control ensure that diverse efforts of individuals and units mesh. Organizations work best when rationality prevails over personal agendas and extraneous pressures. Effective structure fits an organization’s current circumstances (including its strategy, technology, workforce, and environment). When performance suffers from structural flaws, the preferred remedy is problem solving and restructuring. Structural Leader: The Political Frame ● Addresses the problem of individuals and interest groups having sometimes conflicting/hidden agendas, especially at times when budgets are limited. ● “The political frame views organizations as roiling arenas hosting ongoing contests of individual and group interest.” ● Five assumptions 5 Assumptions 1. Organizations are coalitions of different individuals and interest groups 2. Coalition members have enduring differences in values, beliefs, information, interests, and perceptions or reality 3. Most information decisions involve allocating scarce resources-deciding who gets what 4. Scarce resources and enduring differences put conflict at the center of day-to-day dynamics and make power the most important asset 5. Goals and decisions emerge from bargaining and negotiation among competing stakeholders jockeying for their own interest. Jungle-like: - Delicate Balance includes: bargaining, negotiations, & quick/critical Key Traits for the Framework: - Relationships - Connections - Interest groups / constituencies - Conflict & limited resources - Negotiations/ buy-in, working with different groups - Key champions In this Frame you will see ● coalition – building, ● conflict resolution work, ● power-base building to support the leader’s initiatives. Implications for School Leaders: Brainstorm in Breakout rooms What Framework does this Leader operate under? Scenario: - Airbus old CEO Christian Streiff Reports of Internal Feuds: The internal atmosphere was tense; jobs were allocated by preferences other than commercial criteria; and mistakes such as insufficient cabling were a result of internal conflicts and mistrust. The Symbolic Frame ● Emphasizes the “tribal aspect” of organizations (p. 277, 2021) ● “Symbols stimulate energy in moments of triumph and offer solace in times of tribulation”(p. 252) ● “Myths, values, and vision bring cohesiveness, clarity, and direction in the presence of confusion and mystery” (p. 277) ● Six Assumptions 5 Assumptions 1. What is most important is not what happens, but what it means 2. Activity and meaning are loosely coupled; events and actions have multiple interpretations as people experience situations In the face of uncertainty and ambiguity, symbols differently Events and processes are arise to help people often more important for resolve confusion, find what they express or signal directions, and anchor than for their intent or hope and faith 3. 4. outcomes. Their emblematic form weaves a tapestry of secular myths, heroes, rituals, ceremonies and stories to help people find purpose and passion 5. Culture forms the super glue that bonds an organization, unites people and helps an enterprise to accomplish desired ends Leadership and Change “Attitude reflects leadership” -Remember the Titans What about you? What community or organization followed the symbolic frame that you have been a part of? The Human Resource Frame The Human Resource Frame Theoretical underpinning - (Psychology) Argyris Maturity Theory - a persons' development is processed along a continuous break of an immaturity situation to a maturity situation. people have basic “self-actualization trends ” – akin to the efforts of a plant to reach its biological potential. From infancy into adulthood, people advance from dependence to independence, from a narrow to a broader range of skills and interests. ● Person-structure needs conflict ● Direction and control is in conflict with needs of healthy people ○ Withdrawal - chronic absenteeism or quitting ○ Psychological withdrawal - passive/indifferent/apathetic (quiet quitting) ○ Restrict output - deceive, sabotage OR ● Climb hierarchy ● Develop alliances (redress power imbalance) ● Teach/mentor The Human Resource Frame Bolman and Deal (2003) recognize that leaders may deal with individuals in the human resource frame considerably different. Argyris and Schon’s (2003) Theory for Action - distinguish a very self-centered model from an others-centered model: Model I leaders begin with the assumption that organizational problems or resistance exist within particular individuals. Though still focused on the individual, leaders assume that certain individuals are the source of their organizational problems. Leaders need to identify these people, and then pressure them to change. Model II leaders, on the other hand, focus on the potential within individuals to meet mutual goals and influence. Advocacy and inquiry are part of leaders’ responsibilities along with dialogue and open communication (Bolman & Deal, 2003). The Human Resource Frame Organizations should be structured in a way that people can achieve their own goals by directing their efforts towards organizational rewards. The Human Resource Frame The Robert Owen’s New Harmony Experiment New Harmony provided equality for all its inhabitants, male and female. This manifestation of this equality was the responsibility of each citizen to contribute to the labor force of the community. In order to provide motivation for his workers in this system, Owen instituted a system of "time money" and "time stores". New Harmony currency was worth the amount of time that a worker had labored, and could be exchanged for commodities worth the equivalent amount of labor. Human Resource Frame Human resource barriers to change include anxiety, uncertainty and the tendency for people to feel inadequate (Bolman & Deal, 2003). Rather than focusing on the efficient operation of the organization, leaders need to provide training, build capacity and assure psychological support. Since individuals may cope differently to various initiatives, leaders need to recognize, and adapt to, this differentiation (Graetz & Smith, 2010). Human Resource Assumptions 1. Organizations exist to serve human needs rather than the reverse. 2. People and organizations need each other. Organizations need ideas, energy and talent. People need careers, salaries, and opportunities. 3. When the fit between individuals and systems is poor, one or both suffer. Individuals are exploited or exploit the organization - or both become victims 4. Organizations work best when rationality prevails over personal agendas and extraneous pressures. 5. A good fit benefits both. Individuals find meaning and satisfying work and organizations get the talent and energy they need to succeed. The Human Resource Frame Key Takeaways • Investing in people is the key to long term success • See the organization as extended family. • Recognize that individuals have needs, feelings, prejudices, skills and limitations. • Develop the capacity to learn – and counter the capacity to defend old attitudes and beliefs. • Build systems and practices to implement the HR frame. Challenge is to tailor organization to people – find a way for individuals to get the job done while feeling good about what they are doing. The Human Resource Frame Discussion What are some ways that your current place of employment, ● Keeps employees? ● Invests in employees? ● Empowers employees? Four-Frames Choices Question Frame if answer is Yes Frame if answer is No Are individual commitment and Human Resource, Symbolic motivation essential to success? Structural, Political Is the technical quality of the decision important? Structural Human Resource, Political, Symbolic Are there high levels of ambiguity and uncertainty? Political, Symbolic Structural, Human Resource Are conflict and scarce resources significant? Are you working from the bottom up? Political, Symbolic Structural, Human Resource Political Structural, Human Resource, Symbolic Frames Breakout Room ● ● Group #1 - Incoming principal at a Title 1 School. Group #2 - Including DEI initiatives in strategic planning work in a Florida school district. Frames Assessment ● ● ● ● ● The Four-Frames Model suggests that leaders should see the challenges of their organization through 2 or more of these lenses so they can have a complete picture. It provides a no-nonsense, direct model to problem-solving and change within the organization. Adaptive approach - The frames are meant to be used as needed, and not stagnate on any particular frame. The Four-Frames Model allows leaders to be versatile. Leadership can combine frames or use them all at once if they believe that would be helpful. The Four-Frames Model provides leaders with tools to adjust their behavior to each challenge and better diagnose the vital issues that are threatening the organization while asking the right questions to solve the issue and overcome the challenge. ● Frames Issues There’s no guide or blueprint to follow when it comes to choosing the frame that will provide the right focus. This means leaders must use multiple techniques to consider the frames and choose the one that will successfully bring about the change they’re looking for. This can introduce room for error, and if the wrong frame is chosen, it could damage or even destroy an initiative that once had potential. The model provides almost no guidance in environments that have the kind of leadership that’s more distributed. In that case, there are many agents simultaneously causing change, to the strategy becomes less clear because there’s a variety of avenues to consider. The model simplifies the different management styles into a single approach when the truth is that sometimes several approaches are required to cause change. These are the limitations of the Four-Frame Model, and they should be considered! ● References Bolman, L. G. and Deal, T. E. (2021). Reframing organizations: Artistry, choice, and leadership. Hoboken, NJ: Jossey-Bass.
