The document discusses four frames or lenses for analyzing organizations: structural, human resource, political, and symbolic. The structural frame views organizations as rational systems focused on goals, roles and formal structures. The human resource frame sees organizations as families where people and relationships are paramount. The political frame considers organizations as competitive jungles where power, conflict and scarce resources are managed. The symbolic frame interprets organizations as theaters or carnivals with complex cultures and meanings. The document then examines case studies through each of these frames to understand organizational issues and determine solutions.
Four Frames: Leadership Study Group (SUNY Libs Assn. 2011)
1. The Four Frames:
Leadership Study
Group
Stephan J. Macaluso (New Paltz)
Mark A. Smith (Alfred Ceramics)
Jill Dixon (Binghamton)
April Davies (Cobleskill)
2. Organizational Development
Four Frames Approach (Bolman and Deal)
• Structural Frame (machine)
• Human Resource Frame (families)
• Political Frame (jungles)
• Symbolic Frame (theater)
Gallos, J. (2007). Reframing Complexity: A Four-Dimensional Approach to Organizational Diagnosis,
Development and Change. In J.V. Gallos (Ed.), Organizational Development: A Jossey-Bass Reader.
Retrieved from http://www.joangallos.com/chapters-articles/.
4. Leading in the
Structural Frame
Key Concept:
Organizational problems
originate from
inappropriate structures
or inadequate systems
and can be resolved
through restructuring or
developing new
systems.
5. Requires:
Rational / Logical Analysis
Clarity of Purpose
Clarity of Roles, Tasks &
Relationships
Clarity in Rules / Policies
Establishing Hierarchical
Accountability
Some Benefits:
Functional Inter-Dependence
Aligned Goals, Tasks,
Technology & Environment
Appropriate Division of Labor
Mediates Tension between
Individual & Organizational
Priorities
(“constrained by norms of rationality”)
Preventive Maintenance
6. Some Tools:
Lines of Authority (Org Chart)
Rules/Policies
Standard Operating Procedures
Information Systems
Meetings
Fusing Lateral Relationships
Job Descriptions
Etc.
Key Assumption: Coordination and Control
are Essential to Effectiveness
7. Why Think Structurally
Big Picture Clarity
Can Neutralize Conflict
It’s the Easiest Frame to Use!
Happier Staff!
Challenges
Can Inhibit Creativity/Innovation
Requires Clear Communication
of Goals/Mission
Broad Shoulders & Rigid Consistency
Can be OVERPLAYED
8. Ya Give Me Fever
Some Structural Considerations in Case Study
Clarity of Expectations ?
• authority, role clarity
• supervisory roles
• employment criteria
Policies/Procedures ?
• training/supervision
• internal communication
• user feedback loop
Alignment w/ External Structures ?
• open Admissions Policy
• budgeting Priorities
• legal precedence?
Clarity of Mission ?
• embedded alignment
w/institutional mission
• clarity of own values
• Responsiveness
10. Human Resources Frame
If you’re strong in this frame…
• family, relationships, fit
• catalyst, facilitator, open
• listen, educate, empower
• teamwork, communication, training
• romanticized view of human nature
– no, we can’t all get along all the time
• trying so hard to keep us happy that problems are ignored or
responsibility is abdicated
Bolman, L. G. & Deal, T. E. (2008). Reframing Organizations: Artistry, Choice, and Leadership. San
Francisco: Jossey-Bass.
11. Human Resources Frame
If you’re weak in this frame…
• untested assumptions
– he’s already made up his mind
– she agrees with me
• avoidance
– it will work itself out
– it will be unpleasant
– it’s a risk
Bolman, L. G. & Deal, T. E. (2008). Reframing Organizations: Artistry, Choice, and Leadership. San
Francisco: Jossey-Bass.
12. Case Study – Yellow Fever
Analyzed through the HR frame…
communication breakdown within the library
frustrated, “insistent” customers
unhappy employees, poor fit
ideas from the group/s
meetings, walkabouts
student advisory group
training, mentoring/partnering, reassignment
13. Political Frame
Politics is the ability to foretell
what is going to happen
tomorrow, next week, next
month and next year. And to
have the ability afterwards to
explain why it didn’t.
- Winston Churchill
Source: http://www.finestquotes.com/select_quote-category-Office%20Politics-page-1.htm
14. Political Frame
• the workplace as a jungle
• the workplace as strife with
power struggles
• enduring and unavoidable
differences
• a constant need to manage
conflict among individual and
groups
• the importance of interest
groups and the necessity to
build coalitions
If you’re strong in this frame, you see…
15. Political Frame
Political Arenas
• Office politics
• Campus politics
• SUNY / NYS politics
University politics
are vicious precisely
because the stakes are
so small.
- Henry Kissinger
16. Political Frame
If you are weak in this frame, you assume…
• everyone has shared values, beliefs, and perceptions
• resources are plentiful and readily available
• organizations/people are uniform in goals and objectives
• decisions only emerge from the top-down
• power conflicts can be avoided
• networking is not necessary
17. Case Study – Yellow Fever
Analyzed through the political frame…
• Delegation of students have power and an agenda
• Issue is very important to student delegation
• Possibility of conflict expanding beyond library
• Staff communication issues and internal politics
18. Case Study – Yellow Fever
Next steps through the political frame…
• Begin a fact finding mission
• Set an clear agenda for resolving issue with detailed strategy
and timeline
• Build and formalize a coalition with students / student groups
to deal with any future issues
• Work with staff on understanding library and campus mission
and goals
Hinweis der Redaktion
tend to see people as the centerof any organization if they feel the organization is responsive to their needs and supportive of their personal goals you’ll have their commitment & loyaltyas a result view organizations sort of like a family, stressing fit and relationships, where informal roles/networks matter as much as job titles, if not moreview yourself as a facilitator who is very open, who listens and empowers peoplefocus on teamwork, communication, trainingdon’t let strengths become weaknessesrecommend Bolman & Deal, exhibit 15.1
besides a possible sense of reluctance or discomfort with the attributes above, the 2 biggest traps to watch out for…don’t need monster equipment to dig a giant holeThese are some of the tough things, but they can be very powerful things—for good or illThe boss’s idea won’t work, he wouldn’t listen to me even if I tried to tell himI know I’m right about this, of course she agrees with me, duhThis guy has no idea what he’s getting himself into, oh wellIf I tell her that she’s coming off as inept it will hurt her feelings and she may not like me anymoreWhat a jerk, dealing with him will only make it worserecommend Bolman & Deal, chapters 8 & 15
she has 4 hours before the students return, from an HR perspective…what is happening?what are some HR-focused options?Communication—no way she shouldn’t have known there were problems in the CircdeptCustomers—it sounds like end of fall semester, or even end of school year, they’ve been dealing with this for awhileEmployees—no one enjoys not being able to understand; bad fit between skills and dutiesDo some homework in the next 4 hours so she can approach the meeting with a better handle on things – Listen, take notes, clarifying questions, maybe bring in Circ manager as an observer so they can hear firsthand – solicit their ideas, suggest possible actions now or maybe wait don’t even try to “put them off,” bring them inRegular meetings to share information, brainstorm ideas, foster collaboration; try to spend more informal time in various areas of the library – involvement Student Advisory Group incorporating some of the delegation—they obviously care about the library and the college; this will be helpful with student-related issues besides this one – ownershipcollege probably has services to help international students with language skills; partner with native speakers; teach coping techniques; reassign to non-public duties as appropriate – support recommend Bolman & Deal, chapters 16 & 20
Review political
Review political frame characteristics
Who has the power in this situation?Is the student delegation an informal group or part of a formal student organization?What is the student’s agenda? Issue can cause conflict between Asian students and other students (could go beyond the library and becoming a bigger campus issue)
Who has the power in this situation?Is the student delegation an informal group or part of a formal student organization?What is the student’s agenda? Issue can cause conflict between Asian students and other students (could go beyond the library and becoming a bigger campus issue)