Reframing Organizations, 5th ed.

Integrating Frames for Effective Practice Chapter 15 Integrating Frames for Effective Practice

Integrating Frames for Effective Practice Life as Managers Know It Across Frames: Organizations as Multiple Realities Matching Frames to Situations Effective Managers and Organizations Managers’ Frame Preferences

Life as Managers Know It Myth: Managers are rational, spent time planning, deciding and controlling Organized, in control, unruffled Reality Management life is hectic, frantic, constantly shifting Too busy to read or even think Rely on intuition and hunches for many of the most important decisions Hassled priests, modern muddlers, wheeler-dealers

Across Frames: Organizations as Multiple Realities Four Interpretations of Organizational Processes Doctor Fights to Quit Maine Island

Organizations as Multiple Realities Process Structural Human Resource Political Symbolic Strategic planning Create strategic direction Meeting to promote participation Arena to air conflict Ritual to reassure audiences Decision-making Rational process to get right answer Open process to build commit-ment Chance to gain or use power Ritual to build values, bonding Reorgani-zing Improve structure/ environment fit Balance needs and tasks Reallocate power, form new coalitions Image of accountabili-ty, respon-siveness

Organizations as Multiple Realities Process Structural Human Resource Political Symbolic Evaluating Allocate rewards, control performance Help people grow and develop Chance to exercise power Occasion to play roles in organiza-tional drama Approaching conflict Authorities resolve conflict Individuals confront conflict Bargaining, forcing, manipulating Develop shared values, meaning Goal setting Keep organization headed in right direction Keep people involved and informed Let people make their interests known Develop symbols, shared values

Organizations as Multiple Realities Process Structural Human Resource Political Symbolic Communica-tion Transmit facts, information Exchange information, needs, feelings Influence or manipulate others Tell stories Meetings Formal occasions to make decisions Informal occasions to involve, share feelings Competitive occasions to score points Sacred occasions to celebrate, transform culture Motivation Economic incentives Growth, self-actualization Coercion, manipulation, seduction Symbols, celebrations

Matching Frames to Situations Choosing a Frame Commitment and motivation Technical quality Ambiguity and uncertainty Conflict and scarce resources Working from bottom up

Question If yes: If no: Table 15.2 Choosing a Frame Are individual commitment and motivation essential? Human resource, symbolic Structural, political Is technical quality of decision important? Structural Human resource, political, symbolic Is there high level of ambiguity, uncertainty? Political, symbolic Structural, human resource Are conflict and scarce resource a significant factor? Are you working from the bottom up?

Effective Managers and Organizations Characteristics of Excellent/Visionary Companies Embrace paradox Clear core identity Effective Senior Managers Highly complex jobs requiring diverse skills Political dimension is critical Effective middle managers Structural and human resource skills help performance, but political skills help you get ahead

Table 15.3 Characteristics of Excellent or Visionary Companies Frame Peters & Waterman Collins & Porras Collins Structural Autonomy, entre-preneurship, bias for action; simple form, lean staff Clock building, not time telling; try a lot, keep what works Confront brutal facts; best in world; economic engine; technology accelerators; “flywheel”, not doom loop Human Resource Close to customer; productivity through people Home-grown management “Level 5 leadership”; first who, then what

Frame Peters & Waterman Collins & Porras Collins Political Symbolic Table 15.3 (continued) Characteristics of Excellent or Visionary Companies Frame Peters & Waterman Collins & Porras Collins Political ******** ******* Symbolic Hands on, value-driven, loose-tight; stick to the knitting BHAGs; cultlike cultures; good enough never is; preserve the core, stimulate progress; more than profits Never lose faith; deeply passionate; culture of discipline

Table 15.4 Challenges in Managers’Jobs Frame Kotter (1982) Lynn (1987) Luthans, Yodgetts, & Rosenkrantz (1988) Structural Keep on top of large, complex set of activities; set goals and policies under conditions of uncertainty Attain intellectual grasp of policy issues Communication (paperwork, etc.); traditional management (planning, goal-setting, controlling) Human resource Motivate, coordinate and control large, diverse group of subordinates Use personality to best advantage Human resource management (motivating, managing conflict, staffing, etc.)

Table 15.4 (Continued) Challenges in Managers’Jobs Frame Kotter (1982) Lynn (1987) Luthans, Yodgetts, & Rosenkrantz (1988) Political Allocate scarce resources; get support from bosses and other constituents Exploit opportunities to achieve strategic gains Networking (politics, interacting with outsiders) Symbolic Develop credible strategic premises; identify and focus on activities that give meaning to employees

Manager’s Frame Preferences Research shows ability to use multiple frames is consistently associated with effectiveness. Effectiveness as manager – structural frame is key Effectiveness as leader – political and symbolic frames are central

Conclusion Managers’ daily reality is messier, less rational, more conflict-filled than is often realized Choice of frame depends on circumstances Managers need multiple frames to survive