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Four Frames of
Leadership
Perception based decision
making
Who w
e a
re
Joshua LaFave, Director
of Graduate Studies @
SUNY Potsdam
Chris Connor, Assistant
Dean, EM @ University
of Buffalo
Sean-Michael Green, XX
Goals
for
the
sess
ion
Perception, Frames and LensesLooking through
different frames and
“reframing”The four framesFrames for Enrollment
ManagersWhat’s your frame?Tabletop Exercises!
Perc
epti
on
immediate or intuitive
recognition or appreciation, as of moral, psychological,
or aesthetic qualities;
insight; intuition; discernment”
Learn
ed
Exp
eri
ence
“Perception is the awareness of the external world, through
one or more of our senses and, the interpretation of these
by our mind”
Com
pre
hensi
on We all interpret the
world around us differently. Understanding relies
upon the speaker and
their audience having
the same “perception”
of a certain outcome.
What
do y
ou
see?
What
do y
ou
see?
What
do y
ou
see?
Fram
es/
Lense
s
Lenses – focus, filter some things and allow others to pass through, help us order experience.
Frames – A set of ideas and assumptions that you carry in your head to help you understand and negotiate a particular “territory.”
Four
Fram
es
To harness our perceptions, lenses and
frames of thinking and
decision making, there
are four “frames” through Bolman and
Deal that help us think
and re-think the decisions we make and
the way in which we
lead.
Str
uct
ura
l Fra
me
oOrigins - sociology &
management science.
oGoals, specialized roles, and formal relationships.oStructures fit organizations
environment and technology.oResponsibilities, rules,
policies, procedures.
Str
uct
ura
l Fra
me
Problem arises when the structure does not fit the situation.
Polit
ical F
ram
e
o Institutions are coalitions of
individuals and interest groups.
o Members have enduring
differences.o Different interests competing for
power and scarce resources.
o Conflict is part of day-to-day
dynamics – difference in needs,
perspectives, and lifestyles.
o Bargaining, negotiation,
coercion, compromise, and
coalitions are used in decision
making.
Polit
ical F
ram
e
Where to look for conflict:
- Boundaries or interfaces
between groups and units
- Horiztonal (departments/schools)
- Vertical (border between levels)
- Cultural conflict (groups with
differing values, traditions,
beliefs and lifestyles)- What constitute “sources” of
power?- Rewards, constrain- Information, expertise, reputation
and personality - Institution as a complex
ecosystem
Polit
ical F
ram
e Problems arise when
power is concentration
in the wrong places or is
too broadly dispersed.
Hum
an
Reso
urc
es
o Institutions as extended family.
They exist to serve human
needs.o There is a capacity to learn and
a capacity to defend old
attitudes and beliefs.o Institutions need people for
their energy, effort and talent.
People need their institutions.
o When fit is poor, people feel
exploited or they exploit the
institution
Hum
an
Reso
urc
es Challenge is to tailor
institutions to people –
find a way for individuals
to get the job done while
feeling good about what
they are doing.
Sym
bolic
Fra
me
o Origins - social and cultural
anthropology.o Institutions as tribes, theatres,
or carnivals.o Culture – rituals, ceremonies,
stories, heroes, and myths.
o The Institution is a theatre –
actors play role while
audiences form impressions.
o Problems arise when actors
play their parts badly, when
symbols lose their meaning,
when ceremonies and rituals
lose their potency.
Sym
bolic
Fra
me
o Looking for meaningo Signal reaction: Symbols
are created with or without intention
o Connection of symbols
and things symbolized.
o Problems arise when
actors play their parts
badly, when symbols lose
their meaning, when
ceremonies and rituals
lose their potency.
Structural Human
ResourcePolitical Symbolic
Metaphor for Organization
Factory or Machine
Family Jungle Carnival, temple, theater
Central Concepts
Rules, roles, goals, policies, technology, environment
Needs, skills, relationships
Power, conflict, competition, organizational politics
Culture, meaning, metaphor, ritual, ceremony, stories, heroes
Image of Leadership
Social architecture
Empowerment Advocacy Inspiration
Basic Leadership Challenge
Attune structure to task, technology, environment
Align organizational and human needs
Develop agenda and power base
Create faith, beauty, meaning
Organizational Ethic
Excellence Caring Justice Faith
Leadership Contribution
Authorship Love Power Significance
Overview of the Four-Frame Model
Source: Bolman & Deal (1997), p. 15 & p. 344
Reframing
you
r w
ork:
Iden
tify
ing, P
repar
ing,
Adap
ting
o Institutions can have a lot of ambiguity
and complexity. You need mental
maps that anticipate complicated and
unforeseeable problems.o Your “frame”, or theories can tell you
what is important and what can be
safely ignored.*They can also block you from
recognizing your errors.o Reframing is an art—neither exact or
precise, but creative, flexible, and
subject to interpretation.o Perceptions revisited – New
experiences, new frames, new
decisions
Refr
am
ing
…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
Question Frame if answer is Yes
Frame if answer is No
Are individual commitment and motivation essential to success?
Human Resource, Symbolic
Structural, Political
Is the technical quality of the decision important?
Structural Human Resource, Political, Symbolic
Are there high levels of ambiguity and uncertainty?
Political, Symbolic Structural, Human Resource
Are conflict and scarce resources significant?
Political, Symbolic Structural, Human Resource
Are you working from the bottom up?
Political Structural, Human Resource, Symbolic
Source: Bolman & Deal (1997), p. 271
Choosing a Frame
Structural Human
Resources
Political Symbolic
Effective Leader
Analyst, architect
Catalyst, servant
Advocate, negotiator
Prophet, poet
Effective Leadership Process
Analysis, design
Support, empowerment
Advocacy, coalition building
Inspiration, framing experience
Ineffective Leader
Petty tyrant Weakling, pushover
Con artist, thug
Fanatic, fool
Ineffective Leadership Process
Management by detail and fiat
Abdication Manipulation, fraud
Mirage, smoke & mirrors
Reframing Leadership
Source: Bolman & Deal (1997), p. 303
Process Structural HumanResource
Political Symbolic
Approaching conflict
Maintain organizational
goals by having authorities
resolve conflict
Develop relationships by
having individuals
resolve conflict
Develop power by bargaining, forcing or
manipulating others to win
Develop shared values and use
conflict to negotiate meaning
Goal setting Keep organization
headed in the right direction
Keep people involved and
communication open
Provide opportunity for individuals &
groups to make interests known
Develop symbols and shared
values
Communication Transmit facts and information
Exchange information, needs, and
feelings
Influence or manipulate
others
Tell stories
Meetings Formal occasions to
make decisions
Informal occasions for involvements,
sharing, feelings
Competitive occasions to win
points
Sacred occasions to
celebrate and transform
culture
Motivation Economic incentives
Growth and self actualization
Coercions, manipulation, and seduction
Symbols and celebrations
Structural Human
ResourcesPolitical Symbolic
Barriers to Change
Loss of clarity and stability, confusion, chaos
Anxiety, uncertainty, feelings of incompetence, neediness
Disempowerment, conflict between winners and losers
Loss of meaning and purpose, clinging to the past
Essential Strategies
Communicating, realigning and renegotiating formal patterns and policies
Training to develop new skills, participation and involvement, psychological support
Creating arenas where issues can be renegotiated and new coalitions formed
Creating transition rituals: mourning the past, celebrating the future
Source: Bolman & Deal (1997), p. 321
Reframing Change
Init
iati
ng C
hange
o Creating a sense of urgency.
o Pulling together a guiding team
with the needed skills,
credibility, connections and
authority to move things along.
o Creating an uplifting vision and
strategy.o Communicating the vision and
strategy through a combination
of words, deeds and symbols.
Refr
am
ing
Change
o Removing obstacles, or
empowering people to move
forward.o Producing visible symbols of
progress through short term
victories.o Sticking with the process and
refusing to quit when things get
tough.o 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
Structural Human Resource
Political Symbolic
Sense of urgency
Involve people throughout the organization, seek input
Network with key players, use power base
Tell a compelling story
Guiding a team
Develop a coordination strategy
Run team building exercises for guiding team
Stack team with credible, influential members
Put commanding officer on team
Uplifting vision & strategy
Build implementation plan
Map political terrain
Craft a hopeful vision of future rooted in organization history
Kotter’s Stage of Change
Structural Human Resource
Political Symbolic
Communicate vision & strategy through words, deeds and symbols
Create structures to support change process
Hold meetings to communicate direction, get feedback
Create arenas; build alliances, defuse opposition
Visible leadership involvement, kickoff ceremonies
Remove obstacles & empower people to move forward
Remove or alter structures & procedures that support the old ways
Providing training, resources and support
Stage public exposure of counter-revolutionaries
Early wins Plan for short term victories
Invest resources & power to ensure early wins
Celebrate & communicate early signs of progress
Kotter’s Stage of Change
Structural Human Resource
Political Symbolic
Keep going when the going gets tough
Keep people on plan
Hold revival meetings
New culture to support new ways
Align structure to new culture
Create a culture team; broad involvement in developing culture
Mourn the past; celebrate the heroes of the revolution; share stories of the journey
Kotter’s Stage of Change
Fram
es
Exe
rcis
e
What frame do you predominantly view your work and make decisions
in?
Refr
am
ing a
t yo
ur
Inst
ituti
on
o How do you see the four
frames in your institution?
o What is the problem, and
what is the situation in which
it is embedded?o Which frames are in play?
o Which frame(s) is most likely
to lead to the desired
change?o How can the concepts,
metaphors, and values of that
frame be used to reframe the
situation to resolve the
problem?
What
do y
ou
see?
Tabletop Exercise: The Enrollment
Manager’s dilemma
Sourc
es
BOLMAN, Lee G. and
DEAL, Terrence E. (2008). Reframing organizations: Artistry,
choice, and leadership.
San Francisco, Calif, Jossey-Bass.