Reframing
Organizations
to Your Leadership
Framework
Session Objectives
Review Bolman & Deal principles of
Artistry, Choice & Leadership
Power of Reframing in a Financial Aid
Office
Close look at the Four Leadership
Frameworks
Assess how FINAID can reframe as a
vital unit within an organization
Reviewing of Bolman &
Deal
Principles of Artistry, Choice &
Leadership
Who are the Authors?
• Lee Bolman is an author, scholar, consultant and
speaker who currently holds the Marion Bloch
Missouri Chair in Leadership at the University of
Missouri-Kansas City.
• Lee consults and lectures worldwide to
corporations, public agencies, universities and
schools. He holds a B.A. in History and a Ph.D. in
Organizational Behavior from Yale University.
• He has written numerous books on leadership and
organizations, including the forthcoming Reframing
Academic Leadership (expected 2011), with Joan
Gallos
Who are the Authors?
• Terrence E. Deal is an internationally known expert
on leadership and specializes in the study of
organizations.
• Dean has authored 20 books and over 100 articles
and book chapters on organizations, leadership,
change, culture, symbolism and spirit.
• He has served as a former teacher, principal, cop
and administrator, and has a Ph.D. in Educational
Administration and Sociology from Stanford
University.
Why so Popular?
• Managers everywhere are seeking strong but
sensible ways to reorient their companies,
foundations and organizations
• Framework provides clear and insightful approach
to "big picture" management.
• Models add to experiences drawn from business,
education, health care and the public sector to
help today's leaders prepare more creatively for
tomorrow's needs.
• Recent study in Washington, DC found that more
employees perceive their work environment as
hostile.
The Power of Reframing in
the Financial Aid Office
Virtues & Drawbacks
Applying the Frameworks
to FINAID
• How do we allocate work flow?
• How do we coordinate different roles?
• Bringing together institutional value
statements, strategic plans, key
performance indicators and the FINAID
assessment plan
• How do we confront conflicts when
they arise?
Extending FINAID
Frameworks
• How does FINAID know of new academic
programs? Regularity & consistency of
enrollment reporting?
• How does FINAID know of stale checks?
Regularity & consistency of providing refunds?
• How does FINAID educate department chairs
and academic advisors on SAP?
• What is the relationship between Alumni
Affairs, Career Services & Student
Employment?
Who are Leaders?
• Leaders make things happen and
things make leaders happen.
• 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.
Who are Leaders?
• Good leaders have vision, strength,
commitment and are situational (they
adapt).
• Leaders set standards, create focus
and direction, ability to communicate
vision, doing work well, inspire trust
and build relationships, honesty.
• Single frame leaders fail!
Let’s Get to Know
Each Other
The Structural
Framework
Specialized tasks, sequential
work, close supervision, top down
Overview of Model
• Image of Administration: Social
Architectural
• Campus Climate: Factory or Machine
• Central Concepts: Hierarchical,
Rules, Roles and Policies
• Leadership Challenge: Structure of
Task, Technology and Environment
Structural Leaders …
• Problems solved through restructuring
• forms of coordination and control to ensure
effectiveness
• increase efficiency through specialization &
division of labor
• designed to fit organization circumstances
• rationality prevails over personal and
external pressure
• stable environments are hierarchies and
rule oriented.
The Human Resource
Framework
"Open system," communication of
good and bad news, selfmanaging teams, peer-controlled
pay system.
Overview of Model
• Image of Administration:
Empowerment
• Campus Climate: Family
• Central Concepts: Needs, Skills &
Relationships
• Leadership Challenge: Align
Organizational & Human Needs
Human Resource leaders
…
•
•
•
•
•
Hire right
Invest in People
Reward well
Personality Type Inventory
Survey workers re motivation,
communication, leadership, climate
• Provide job security
The Symbolic
Framework
Organizations reek of symbolism
from the edifices they work in to
their mascots, colors, and
products.
Overview of Model
• Image of Administration: Inspiration
• Campus Climate: Carnival, Temple &
Theatre
• Central Concepts: Culture, Ceremony
& Stories
• Leadership Challenge: Create loyalty,
meaning & tradition
Symbolic Leaders …
• MYTHS: Provide stories behind the story.
They can blind us to new info and learning
opportunities
• STORIES & FAIRY TALES: They convey info,
morals, values, history, group identity
• RITUAL: Gives structure and meaning to
daily life.
• METAPHOR, HUMOR, & PLAY show "as if"
quality of symbols.
• Specialized Language fosters cohesion and
commitment
The Political
Framework
Focus of the political Frame is
not on resolution of conflict,
but on strategy and tactics.
Overview of Model
• Image of Administration: Advocacy
• Campus Climate: Jungle
• Central Concepts: Power,
Compromise, Conflict & Competition
• Leadership Challenge: Bargaining,
Negotiation, Agenda & Power base
Political Leaders …
• Provide direction while tending to needs of
stakeholders
• Provide a vision and strategy for achieving
vision
• Move with speed and focus
• Anticipate strategies of others
• Assess who might resist, why and how strongly
• Separate people from problem focus on
intersts, not positions
• Invent options for mutual gain insist on
objective criteria: standards of fairness
The Feedback Loop
• From which Framework are you most
comfortable?
• From which Framework are you most
effective?
• Which Framework makes you the most
uncomfortable?
Available for
Questions