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Four Frames of Leadership

Gabriel
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Four Frames of Leadership

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    1. Four Frames of Leadership Based on Reframing Organizations: Artistry, Choice, and Leadership L.G. Bolman and T.E. Deal

    3. Central concepts and challenges Structure—rules, roles, policies and attune to structure, task, technology, environment Human—needs, skills, relationships and align organizational and human needs Political—power, conflict, competition, politics with an agenda and power base Symbolic—culture, meaning, ritual and create faith, meaning, beauty

    4. Properties of Organizations Organizations are complex—they are populated by people. Organizations are surprising—expectations often differ from results. Organizations are deceptive—they camouflage surprises. Organizations are ambiguous—complex+deceptive+unpredictable = ambiguous.

    5. Six Structural Frame Assumptions: Organizations Exist to achieve goals and objectives Work best when rationality prevails Increase efficiency through specialization and division of labor Have structures to fit goals and objectives Have coordination and controls to align work to goals and objectives Need restructuring to remediate problems and performance gaps

    6. Human Resources Frame: Core Assumptions Organizations exist to serve the people not the reverse People and organizations need each other; people need careers; organizations need the energy of people. When the fit between the individual and the organization is poor; they exploit or will be exploited—and both become victims. When they fit, they both win.

    7. Human Resources Strategies Invest in people. Train, educate. Develop measures of human resources management. Share the wealth. Provide autonomy and participation. Focus on job enrichment.

    8. Five Propositions of the Political Frame Organizations are coalitions of various individuals and interest groups. There are enduring differences among the interest groups. Most important decisions involve the allocations of scarce resources. Goals and decisions emerge from negotiating, bargaining, and jockeying for position.

    9. Well-springs of Power in the Political Frame Position power—authority Information and expertise Control of rewards Coercive power—ability to block, punish, interfere Alliances and networks Access and control of agendas Framing the control of meaning and symbols--unobtrusive Personal power—charisma

    10. Four Steps in Developing a Political Map Determine the channels of informal communications Identify principal agents of political influence Analyze possibilities of internal and external mobilization Anticipate the strategies that others will employ

    11. Networking and Building Coalitions Identify relevant relationships Assess who might resist, why, and how strongly Develop, wherever possible, relationships with opponents to facilitate communication, education, and negotiation When Step 3 fails, select and implement more subtle or more forceful methods

    12. Thoughts on the Political Frame Organizations are arenas. Managers are politicians. Top-down/bottom-up require different political actions. Organizations are political agents. Organizations are political ecosystems.

    13. “The symbolic frame distills diverse ideas.” The most important about an event is what it means. Activity and meaning are coupled. Most of life is ambiguous. High levels of ambiguity undercut rationality, decision making, problem solving. When facing uncertainty, people create symbols to increase predictability. Many events and processes are important for what they express.

    14. What are organizational symbols? Humor Myths, fairy tales Logos-Golden arches Rituals History Ceremony Awards Shrimp Employee of the month parking places Golden watches Offices with windows Pins—membership Piano players—Nordstroms ETC…think of more

    15. Conflict Structure—it interferes with the purpose Human resources—it undermines the relationships Political—not necessarily bad; emphasis is on tactics and strategies—not conflict resolution Symbolic—seeps into the culture

    16. Strategic Planning Structure—strategies to set objectives and coordinate resources Human—gather to promote participation Political—arenas to air conflict and realign power Symbolic—ritual to signal responsibility and negotiate meaning

    17. Decision Making Structure—rational sequence to produce the right decision Human—open process to promote commitment Political—opportunity to gain/exercise power Symbolic—ritual to confirm values

    18. Reorganizing Structure—realign roles and responsibilities to fit tasks Human—maintain balance between human needs and formal roles Political—redistribute power and realign coalitions Symbolic—maintain image of accountability and responsiveness; negotiate a new social order

    19. Evaluating Structure—ways to distribute rewards or penalties and control performance Human—process of helping people grow Political—opportunity to exercise power Symbolic—occasion to play roles in a shared ritual

    20. Communication Structure—transmit facts and information Human—exchange information, needs, and feelings Political—influence and manipulate others Symbolic—tell stories

    21. Meetings Structure—formal occasions for making decisions Human—informal occasions for involvement and exchanging needs and feelings Political—competitive occasions to win points Symbolic—sacred occasions to celebrate and transform the culture

    22. Motivation Structure—economic incentives Human—growth and self-actualization Political—coercion, manipulation, seduction Symbolic—symbols and celebrations

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