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The Four Frames: Leadership Study Group
Stephan J. Macaluso (New Paltz)
Mark A. Smith (Alfred Ceramics)
Jill Dixon (Binghamton)
April Davies (Cobleskill)
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/.
What kind of leader are you?
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.
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
Some Tools:
Lines of Authority (Org Chart)Rules/Policies
Standard Operating ProceduresInformation Systems
MeetingsFusing Lateral Relationships
Job DescriptionsEtc.
Key Assumption: Coordination and Control are Essential to Effectiveness
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
Ya Give Me FeverSome 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
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.
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.
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
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
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…
Political Frame
Political Arenas• Office politics• Campus politics• SUNY / NYS politics
University politics are
vicious precisely because the stakes are so
small.- Henry Kissinger
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
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
Case Study – Yellow FeverNext 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