Dr. Neil Katz and Associates Reframing: An Effective Organizational Conflict Approach to Assess/Intervene in Workplace Conflict Dr. Neil Katz and Associates Dept of Conflict Resolution Studies, Nova Southeastern University Association of Conflict Resolution Conference, Dallas, 2017 Copyright © 2017 by Neil Katz and Associates. All rights reserved. Neilkatzconsulting.com | neilkatz44@gmail.com Adapted materials used with permission.

Workshop Outcomes Gain knowledge of consulting strengths and vulnerabilities in relation to dominant frames Acquire ability to analyze complex situations through reframing Develop appreciation of multi-role and multi-frame use for managing organizational consulting challenges Enhance sophistication/creativity of strategic thinking and consulting actions

Agenda Introduction to workshop Survey to chart strengths & vulnerabilities Orientation to the four frames Structural Human resource Political Symbolic Application to Cases and your Challenges

Please complete survey….. Determine cognitive and behavioral disposition toward one or more of the frames Raise awareness of your strengths and opportunities for growth Commit to working on multi-frame competencies Individual and group profiles Please complete survey…..

Reframing Organizations Developed by Lee Bolman, Terrance Deal and John Gallos Academic backgrounds in Public Administration, Sociology, Education Based on abundant, credible research Developed for Leadership/Management Adapted for Managing Conflict and Change

Reframing Organizations “The truly effective “leader” will need multiple tools, the skills to use each of them, and the wisdom to match frames and situations.” ~~Bolman and Deal -Bolman and Deal

Frames A cognitive and behavioral disposition A mental map to read and negotiate a particular “territory” Know where you are and what you need to do Allows you to respond automatically to situations and events Windows and Lenses: Enables you to see certain things Allows for heightened focus and clarity

Reframing Analyze events from multiple perspectives To explore “what is really going on” To paint a holistic picture Allows us to consider different options Enhances effectiveness of strategy/action Effective leadership associated with usage of multiple frames and “principled flexibility”

Framing/Reframing Process Sensemaking (C.Argyris, J. Gallos)—notice something, decide what to do about it (interpreting), determine what to do about it Reflective Practitioner (D. Schon)—think deeply before taking action, reflect how things are going as you act, and adjust if necessary—continuous learning and adaptability key Dance Floor and Balcony Metaphor ( R. A. Heifetz)

Leadership in Action: The Hospital Case Use The Four Frames as a guide….. Read The Hospital Case What issues need to be addressed? What are the critical first steps that the Leadership Team should take?

Four Frames Approach

Structural Perspective Metaphor: Factory or well-oiled machine Roots: Management Science/sociology Key question: What is the most helpful design/structure to achieve goals? Focus: roles, reporting lines, policies, procedures, tasks, data, measurement, rational analysis

Structural Key Assumptions Design important to achieve goals/objectives Rational thought fosters good decisions, predictability, order and agreements Specialization and division of labor critical Control and coordination necessary Problems and performance gaps due to structure

Structural Strategies (to address confusion and chaos) Function as an architect, designer, planner Clarify goals, roles, expectations, regulations Establish/reaffirm procedures & policies and lines of responsibility/accountability Focus on tasks, facts, logic: not personalities or emotions Design environment and implement structure to fit circumstances and align with goals Strive for agreements using objective data

Human Resources Perspective Metaphor: Extended Family Roots: Social Psychology Key Question: How well does leadership and organization meet human needs? Focus on caring, relationships, teamwork, communication, motivation, satisfaction, feelings, involvement, empowerment, commitment, trust

Human Resource Key Assumptions Work/Institutions exist to serve human needs A good fit benefits both: individuals find meaning and satisfaction and leaders get the talent and energy they need to succeed Investment in people demonstrated through training, coaching, empowerment, affirmation and rewards Goal of actions: high morale and commitment, productivity

Human Resource Strategies Serve as facilitator, catalyst, coach, mentor Recognize rapport/involvement as keys to success Tend to human interactions and relationships Respond to needs to ensure loyalty/commitment Support and empower people Communicate warmth and concern Keep communication lines open Listen/respect their aspirations, interests Give people resources, autonomy, & opportunity to do their work and self-actualize

Political Perspective Metaphor: Jungle to compete and survive Roots: Political Science Key question: How does one handle conflict and gather/distribute resources Focus on: Building a power base through networking, coalitions & alliances Getting access to and influencing key players Effective negotiation and bargaining Controlling the agenda Shaping how the conflict is waged Minimizing losses and maximizing gains

Political Key Assumptions Individuals and interest groups have enduring differences Most important decisions involve the allocation of scarce resources – who gets what Scarce resources and enduring differences ensure conflict and make power and influence critical factors Goals & decisions emerge from stakeholder negotiating, and jockeying for position Survival and justice key

Political Strategies Serve as advocate, master negotiator Recognize political reality and deal with conflict Know the players and build linkages to key stakeholders and interest groups Build power base and use power carefully Create arenas for negotiation/compromise Rally troops against outside enemy Persuade first, negotiate second, coerce last

Symbolic Perspective Metaphor: Organization as theatre/temple Roots: Social and cultural anthropology Key question: What are the shared values and symbols and what gives hope, meaning to people Focus on creating meaning, belief, and faith; understanding role and power of culture; utilizing ceremonies, rituals, stories and myths to inspire

Symbolic Key Assumptions What is most important about any event is not what happened, but what it means Events have multiple meanings because people interpret experience differently In the face of uncertainty and ambiguity, people need and create anchors to resolve confusion, provide direction, hope and faith

Symbolic Strategies Interpret experience for meaning and purpose Function as prophet, playwright, poet Articulate a persuasive, inspiring vision Communicate passion/ be visible & energetic Show people how they and their work contribute Study and use culture Use dramatic, visible symbols (stories, rituals, artifacts) to involve and motivate people

Case Study Chris Cunningham Case How does utilization each of the frames help you and your client understand more completely what is going on and what is contributing to the conflict? How does this more sophisticated analysis allow you and your client to develop a more comprehensive and effective action plan?

Power of Reframing “When the world seems hopelessly confusing and nothing is working, reframing is a powerful tool for gaining clarity, regaining balance, generating new options, and finding strategies and actions that work.” ~~L.Bolman and T. Deal