Reframing Organizations. Lee G. Bolman
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Название: Reframing Organizations

Автор: Lee G. Bolman

Издательство: John Wiley & Sons Limited

Жанр: Управление, подбор персонала

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isbn: 9781119756842

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СКАЧАТЬ were just finishing dinner,” [she] told the man. “Why don't you have a glass of wine with us?”

      The intruder had a sip of their Chateau Malescot St‐Exupéry and said, “Damn, that's good wine.”

      The girl's father … told the intruder to take the whole glass, and Rowan offered him the bottle.

      The robber, with his hood down, took another sip and a bite of Camembert cheese. He put the gun in his sweatpants …

      “I think I may have come to the wrong house,” the intruder said before apologizing. “Can I get a hug?”

      Rowan … stood up and wrapped her arms around the would‐be robber. The other guests followed.

      “Can we have a group hug?” the man asked. The five adults complied.

      The man walked away a few moments later with a filled crystal wine glass, but nothing was stolen, and no one was hurt. Police were called to the scene and found the empty wine glass unbroken on the ground in an alley behind the house. (Hagey, 2007)

      In one stroke, Cha Cha Rowan recast the situation from a robbery—“we might all be killed”—to a social occasion—“let's offer our guest some wine and include him in our party.” Like her, artistic managers frame and reframe experience fluidly, sometimes with extraordinary results. A critic once commented to Cézanne, “That doesn't look anything like a sunset.” Pondering his painting, Cézanne responded, “Then you don't see sunsets the way I do.” The critic tacitly assumed that his was the correct way to see sunsets. Like Cézanne and Rowan, leaders have to find ways of asking the right question to shift points of view when needed. This is not easy, which is why “most of us passively accept decision problems as they are framed, and therefore rarely have an opportunity to discover the extent to which our preferences are frame‐bound rather than reality‐bound” (Kahneman, 2011, p. 367).

      Caldicott (2014) sees reframing as vital for leadership:

      One distinguishing difference between leaders that succeed at driving collaboration and innovation versus those that fail is their ability to grasp complexity. This skill set involves framing difficult concepts quickly, synthesizing data in a way that drives new insight, and building teams that can generate future scenarios different from the world they see today.

      Like maps, frames are both windows on a terrain and tools for navigating its contours. Every tool has distinctive strengths and limitations. The right tool makes a job easier; the wrong one gets in the way. Tools thus become useful only when a situation is sized up accurately. Furthermore, one or two tools may suffice for simple jobs but not for more complex undertakings. Managers who master the hammer and expect all problems to behave like nails find life at work confusing and frustrating. The wise manager, like a skilled carpenter, wants a diverse collection of high‐quality implements at hand. Experienced managers also understand the difference between possessing a tool and knowing when and how to use it. Only experience and practice foster the skill and wisdom to take stock of a situation and use suitable tools with confidence and skill.

      The Four Frames

      Only in the past 100 years or so have social scientists devoted much time or attention to developing ideas about how organizations work, how they should work, or why they often fail. In the social sciences, several major schools of thought have evolved. Each has its own concepts, assumptions, and evidence espousing a particular view of how to bring social collectives under control. Each tradition claims a scientific foundation. But a theory can easily become a theology that preaches a single, parochial scripture. Modern managers must sort through a cacophony of voices and visions for help.

      Four Frames: As Near as Your Local Bookstore

      Many of our officers handwrite several thousand notes each year. Besides being loving, we know this is meaningful to our People because we hear from them if we miss something significant in their lives like the high school graduation of one of their kids. We just believe in accentuating the positive and celebrating People's successes. (p. 7)

      “Sounds nice,” she mumbles, “but a little too touchy‐feely. Let's look for something more down to earth.”