Reframing Organizations , 4 th ed.

Reframing Organizations, 4th 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 • Benefits 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

Benefits 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

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

Reframing Organizations , 4 th ed.