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IntroductionThe Power of Reframing
Virtues and Drawbacks of Organized Activity The Curse of Cluelessness Strategies for Improving Organizations: The
Track Record Framing Multiframe Thinking
Are top managers clueless?
Home Depot CEO Bob Nardelli somehow didn’t anticipate that a rushed shareholders’ meeting where no one but him got to say anything would produce bad press and a major rebellion by shareholders and analysts.
Are top managers clueless?
CEO Jeff Skilling thought Enron was “in excellent shape” when he quit a few months before it collapsed
Are top managers clueless?
Joseph Berardino, CEO of Enron’s auditor, Andersen Worldwide, said no one told him some of his partners thought the firm was at risk in approving Enron’s aggressive accounting practices.
Are top manager clueless?
As New Orleans recovered from Hurricane Katrina, the Secretary of Homeland Security told reporters he had no reports of things that viewers had already seen on television news.
Virtues and drawbacks of organization
Prevalence of large, complex organizations is historically recent
Much of society’s important work is done in or by organizations, but…
They often produce poor service, defective or dangerous products and…
Too often they exploit people and communities, and damage the environment
Signs of Cluelessness
Management error produces bankruptcies of public companies every year
Most mergers fail, but companies keep on merging
One study estimates 50 to 75% of American managers are incompetent
Most change initiatives produce little change; some makes things worse
What is a frame?
Mental map to read and negotiate a “territory” The better the map, the easier it is to know
where you are and get around (a map of New
York won’t help in San Francisco) Frame as window: enables you to see some
things, but not others Frame as tool: effectiveness depends on
choosing the right tool and knowing how to use it
Framing and “Blink” process
Well-learned and practiced frames facilitate “rapid cognition” – the capacity to quickly and accurately size up situations
Qualities of rapid cognition: Nonconscious (you can do it without thinking
about it) Fast Holistic Results in “affective judgments”
Structural Frame
Roots: sociology, management science Key concepts: goals, roles (division of labor),
formal relationships Central focus: alignment of structure with
goals and environment
Human Resource Frame
Roots: personality and social psychology Key concepts: needs (motives), capacities
(skills), feelings Central focus: fit between individual and
organization
Political Frame
Roots: political science Key concepts: interests, conflict, power,
scarce resources Central focus: getting and using power,
managing conflict to get things done
Symbolic Frame
Roots: social and cultural anthropology Key concepts: culture, myth, ritual, story, Central focus: building culture, staging
organizational drama
Structural and Human Resource Frames
Frame Structural Human Resource
Metaphor fororganization
Factory or Machine Family
Central concepts Rules, roles, goals,policies, technology,environment
Needs, skills,relationships
Image ofLeadership
Social architecture Empowerment
Basic leadershipchallenge:
Align structure to task, technology, environment
Align organization andhuman needs
Political and Symbolic Frames
Frame Political Symbolic
Metaphor fororganization
Jungle Carnival, temple, theater
Centralconcepts
Power, conflict,competition,organizational politics
Culture, meaning,metaphor, ritual,ceremony, stories, heroes
Image ofLeadership
Advocacy Inspiration
Basic leadershipchallenge:
Develop agenda andpower base
Create faith, beauty, meaning
Expanding managerial thinking
Traditional management thinking
Artistic thinking
See only one or two frames
Holistic, multi-frame perspective
Try to solve all problems with logic, structure
Rich palette of options
Seek certainty, control, avoid ambiguity, paradox
Develop creativity, playfulness
One right answer, one best way
Principled flexibility
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