Reframing: Choice-Collaboration-Change

1. Reframing: Choice-Collaboration-Change Pamela Zarkowski ADEA Dean’s Conference The Political Environment for Dental Education November 11, 2012

2. Reframing • …”help managers and leaders enrich the ideas and approaches they bring to their work.”

3. ArtistryChoiceLeadership

4. Reframing • Frames: mental models, maps, mind-sets, schema and cognitive lens… frames are windows, tools, lenses, orientations, and perspectives.

5. Reframing …uses knowledge and intuition to find sensible and effective ways to channel organizations in productive directions Bolman, LG & Deal T. E. Reframing Organizations: Artistry, Choice and Leadership. 2004

6. Four Frames • Structural • Human Resource • Political • Symbolic

7. Four Frames • Structural: architecture of organization, differentiation and integration, design of units/subunits, goals, policies & efficiency, chain of command. • Human resource: understanding of people, strengths & foibles, reasons, emotions, desires & human needs, values relationships and feelings. Political: coping with conflict, competition for scarce resources, struggles for power and advantage, values realism and pragmatism. Symbolic: meaning and faith, how to shape culture and provide purpose and meaning to work, shared mission and identity.

8. Reframing—An Application of Paradigms • The same situation can be viewed in at least four different ways. • Reframing is an art—neither exact or precise, but creative, flexible, and subject to interpretation.

13. Reflections • Change agents fail when they rely mostly on reason and structure while neglecting human, political and symbolic elements.

14. Successful Change Initiatives • Creating a sense of urgency. • Pulling together a guiding team with the needed skills, credibility, connections and authority to move things along. • Creating an uplifting vision and strategy. • Communicating the vision and strategy through a combination of words, deeds and symbols.

15. Successful Change Initiatives • Removing obstacles, or empowering people to move forward. • Producing visible symbols of progress through short term victories. • Sticking with the process and refusing to quit when things get tough. • Nurturing and shaping a new culture to support the emerging innovative ways. • Kotter, John, Leading Change: why Transformation Efforts Fail. Harvard Business Review, March April 1995

17. Reframing Kotter’s Change Stages

19. Small Work Group • Collaborative Plan Worksheet • Frames Analysis • Address Priorities in each Frame

20. Priorities to address in each frame:

22. pamela.zarkowski@udmercy.edu