Reframing+Organizations

__Bolman, L.G. & Deal, T.E. (2003). Reframing Organizations: Artistry, Choice, and Leadership. Jossey-Bass. ISBN: 0-7879-6427-1__

We have added 5 discussion boards to our section, addressing a total of 9 questions. We are asking the cohort to pick and choose a few questions within one or two of the frames and comment on them. We are asking //all// cohort members to comment on the summary question after reading the discussions on the specific frames. Thanks!


 * Google Document: [|Reframing Organizations]

Bolman describes his book in this [|short video]- gives an overview and framework.

**TEXT SUMMARY AND CLIENT QUESTIONS


 * Why "frames?"**
 * "A good frame makes it easier to know what you are up against and what you can do about it" (p. 13).
 * "Leaders have to find new ways to see things...[they] articulate and communicate their vision so others can learn to shift perspectives when needed" (p. 13).
 * Our "frames" are the lenses or perspectives through which we view the world. Bolman argues that we need to know everything we can about these perspectives in order to both understand them and to understand ourselves. More importantly, we need to understand these lenses so that we can put them to work for us.
 * There is a difference between simply possessing a skill (perspective) and knowing how to use it.

What frames exist? (//Described on p. 14 - 15, summary table spanning p. 16 - 17)// 1. Structural frame - emphasizing goals, roles and relationships 2. Human Resource frame - based on ideas from Psychology 3. Political frame - organizations are seen as arenas, contests or jungles 4. Symbolic frame - organizations are tribes, propelled by rituals and stories as opposed to policies and procedures Every frame holds multiple truths, but also displays the prejudices of those that own it.

The single most effective managers (leaders) are aware of the existence of multiple frames and are able to transition between them as the circumstances require.

Understanding Organizations: Organizations are entities that are simultaneously complex, surprising, deceptive and ambiguous.They frequently fail to address internal issues because they default to blaming people, blaming the bureauocracy or thirsting for individual power.

__THE STRUCTURAL FRAME__


 * Communities are like companies, they have a flow, connections and depth to them. Some communities work within the context of their surroundings, for example, farming communities, while others try to be self sufficient or little cities onto themselves. In either case, communities must have some type of structural frame work, an order and a purpose.

Communities must first look at its organization and must focus on what is important in their community. They must get organized. Organizations exist to complete goals and objectives. This process may be the most difficult to accomplish due to the fact that everyone has a different view on what is important to their family, home or business. One way to overcome the differences of opinion is to address people’s basic needs. Perhaps address Maslow’s theory of basic needs. These goals and objectives are universal and very relatable. With the community goals and objectives outlined; communities need to put some type of organizational structure in place. In order for the community to engage all the people, some type of outreach program may be put in place to pull in all parts of the community. A community task force may be formed to provide structure to the process.

While all organizations have the best intentions, some community organizations may find the way they are operating ineffective and in desperate need for a change. Other reasons for restructuring, changes in the surroundings (environment), technology changes, outgrowth and leadership changes. In order for proper restructuring of community structures one must understand the goals and objectives of the community. And as always, input from the entire community is a must. Helgeson spoke of this type of inclusion as a Web of Inclusion. This type of inclusion is fashioned in more of a circular shape than a hierarchical. As in a business model, communities must look at all of the different organizational structures and decide which one will allow the community to reach its goals and objectives. The five major components to organizational structure are: strategic apex, middle management, operating core, technostructure and support staff.

Once a community has set its goals and objectives, then put together some type of organizational structure, a well constructed managing process must be in place and in order to accomplish this one must look at the people involved in each task, what needs to be done, who is in control, and how are all of these efforts coordinated. Some organizations may want to stick with the traditional "One Boss" model, while others, depending on the task at hand, may prefer the "Dual Authority" team model. Whichever model is put into place, the teams must work in a way that they can withstand internal as well as external pressures to give high performing qualities (Katzenbach & Smith). These qualities must translate into a common purpose, with measureable goals. Teams must be of manageable size and have the proper mix of community expertise. Once the goals and objective have been made clear, the organizational structure and team dynamics have been put into place, then we can begin to outline the course of action, for Bowling Alone, Ohio.

Questions for //Bowling Alone, Ohio:// **


 * What type of organizational model do you see for Bowling Alone, Ohio?
 * How do we get everyone involved in the process?
 * Does Bowling Alone, Ohio function as a town because of formal structures (e.g. Mayor's office, city council, etc.)? If so, this would indicate that it is strong in the structural frame. On the other hand, if not, maybe these leaders have a feel for the problem but don't have the hearts (symbolic) or belief/trust (Human Resource?) of the pupulace.

__THE HUMAN RESOURCE FRAME__


 * 4 core assumptions drive the Human Resources Frame:**
 * 1) Organizations exist to serve human needs rather than the reverse.
 * 2) People and organizations need one another. Organizations need ideas, energy, and talent; people need careers, salaries, and opportunities.
 * 3) When the fit between organization and system is poor, one or both suffer. Individuals are exploited or exploit the organization - or both become victims.
 * 4) A good fit benefits both. Individuals find meaningful and satisfying work, and organizations get the talent and energy they need to succeed. (p. 115)

Organizations are responsible for meeting human needs. Maslow's research remains the best framework to understand these needs. McGregor (1960) added to the obligation by asserting the idea that managers' assumptions about employees inevitably become self-fulfilling prophecies - the employee will invariably rise or fall to the pre-existing expectations.

Frustrated employees tend to strike back against the organization in one of six ways: withdraw, become apathetic, sabotage progress, climb the hierarchy, form alliances or teach boredom.

When faced with the debate over whether to run an organization "lean and mean" or to invest in the people that make up the organization, those that choose the latter are much more set up to accomplish long-term goals and growth. Some of the ways to invest in people include:
 * Build and implement a successful HRM strategy
 * Hire the right people
 * Keep them
 * Invest in them
 * Empower them
 * Promote diversity (p. 136)

"The key to management is to get rid of all the managers. The key to getting work done on time is to stop wearing a watch. The best way to invest corporate profits is to give them to the employees. The purpose of work is not to make money. The purpose of work is to make the employees, whether working stiffs or top executives, feel good about life" (p. 151).

Questions for //Bowling Alone, Ohio://
 * What avenues currently exist (or need to be developed) that will make the citizens feel //valued// as members of the community?
 * Are the community member's basic needs being met at a high enough level that they are //able// to focus on building social capital (think about Maslow)?
 * What focus on needs assessment of community members' skills and talents have been done?

__THE POLITICAL FRAME__

1. The presence of political pressures which can sidetrack momentous decisions.There are four major relational concepts that that make decisions more manageable (p.200). a. Quasi-resolution of conflict b. Uncertainty aviodance c. Problemistic search d. Organizational learning 2. The inability of a manager to simply avoid political issues and the necessity of a "sophisticated type of social skill: a leadership skill that can mobilize people and accomplish important objectives despite dozens of obstacles; a skill that can pull people together for meaningful purposes despite the thousands of forces that push us apart; a skill that can keep our corporations and public institutions from descending into mediocrity characterized by bureacratic infighting, parochial politics, and vicious power struggles" (p.213). In order to influence change in an organization, the manager must posses skills in four key areas a. Agenda-setting b. Mapping the political terain c. Networking and forming coalitions d. Bargaining and negotiating 3. Organizations are both arenas for internal politics and political agendas with their own agendas, resources and strategies (p.246). The major take home message is the often necessary power of large organizations may come with an asterik. The key is the balance of when organizations must be incorporated as an organization or rather as a set of individuals. Straying too far on either side could be disastrous.
 * There are three major lessons/issues that must be accounted for in the political area.

Questions for //Bowling Alone, Ohio:// **


 * What organizations are currently intertwined with the political system and will have a large influence on the acceptance of any recommendations?
 * Who has a positive relationship with both the community at large and the political influences?
 * If we can tap into the political structure (as opposed to the Structural), perhaps we can build a guiding coalition (Kotter).

__THE SYMBOLIC__ __FRAME__


 * The symbolic frame focuses on the power of symbols to create meaning outside of the realm of rationality, certainty and linearity. It recognizes the complexity and ambiguity of events, relationships, and processes. The symbolic frame is based on five assumptions.

· What is important is not what happens but what it means. · Events and actions have multiple interpretations as people experience life differently. · People create symbols to resolve confusion, find direction, and give them a sense hope and faith when faced with uncertainty and ambiguity. · People find purpose and passion from the symbolic significance of myths, heroes and heroines, rituals, ceremonies, and stories. · Culture creates bonds in organizations, unites people, and helps organizations reach their goals.  Symbols may take the form of myths, visions, and values, heroes and heroines, stories and fairy tales, rituals and ceremony. An organization’s culture is based on beliefs, values, practices and artifacts that are built over time and passed on to new members.

<span style="color: #fc0303; font-family: 'Times New Roman', Times, serif;">Questions for //Bowling Alone, Ohio://

<span style="font-size: 12pt; color: #000000; line-height: 115%; font-family: Symbol; mso-list: Ignore; msofareastfontfamily: Symbol; msobidifontfamily: Symbol; msolist: Ignore;"> <span style="color: #000000; font-family: 'Times New Roman', Times, serif;"><span style="font-size: 12pt; font-family: Symbol; mso-list: Ignore; msofareastfontfamily: Symbol; msobidifontfamily: Symbol; msolist: Ignore;">·  <span style="font-size: 12pt; line-height: 115%; font-family: 'Times New Roman', 'serif';">Identify some of the symbols in your community that work to create a sense of unity, community and belonging. <span style="font-size: 12pt; font-family: Symbol; mso-list: Ignore; msofareastfontfamily: Symbol; msobidifontfamily: Symbol; msolist: Ignore;">· <span style="font-size: 12pt; line-height: 115%; font-family: 'Times New Roman', 'serif';">Can we transcend generational differences, racial and ethnic differences to create a common and sustainable culture in Bowling Ohio and how? **

<span style="font-size: 12pt; font-family: Symbol; mso-list: Ignore; msofareastfontfamily: Symbol; msobidifontfamily: Symbol; msolist: Ignore;">· <span style="font-size: 12pt; line-height: 115%; font-family: 'Times New Roman', 'serif';">What are Bowling Alone, OH's symbols? Football? Robot football (heck, does anyone read this stuff?)? Industry, history, breweries?

__IMPROVING LEADERSHIP THROUGH UNDERSTANDING FRAMES__ Each individual manages their role in the organization in ways very consistent with their preferred frame. These varying approaches are evident as the organization approaches strategic planning, decision making, reorganizing, evaluating, approaching conflict, goal setting, communication, meetings and motivation. (//See chart on page 306-307//)
 * Structural leaders are known for: doing their homework; rethinking the relationship between structure, strategy and environment; focusing on implementation; and experimenting, evaluating and adapting.
 * Human resource leaders are known for: believing in people and communicating their belief; being visible and accessible; and empowering others.
 * Political leaders are known for: clarifying what they want and what they can get; assessing the distribution of power and interests; building linkages to key stakeholders; and persuading first, negotiating second and coercing only if necessary.
 * Symbolic leaders are known for: leading by example; using symbols to capture attention; framing experience; communicating a vision; telling stories; and respecting and using history.

//Reframing Change// Leaders in every frame come across barriers to implementing important change. These barriers range from anxiety to disempowerment to confusion to loss of purpose. Leaders who excel find ways to overcome these barriers. Leaders address conflict head on as they approach training, organize realignments, resolve conflict, deal with loss and strategize goals.

Bettertogether [|www.bettertogether.org]

Social Capital Tool Kit http://www.hks.harvard.edu/saguaro/measurement.htm#toolkit

Article--Bowling Alone Because The Team Got Downsized

http://www.sciencedaily.com/releases/2008/09/080901084849.htm

WORD DOCUMENT FOR CASE STUDY FOR FINAL PAPER - Please revise as necessary and then delete this document and replace with a new upload.** Edited By Bernadette, JD and Dave