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

Серия:

isbn: 9781119756842

isbn:

СКАЧАТЬ rel="nofollow" href="#ulink_bdb8a12f-668c-5711-807f-16a80cc22dae">Exhibit 1.2. Overview of the Four‐Frame Model.

Frame
Structural Human Resource Political Symbolic
Metaphor for organization Factory or machine Family Jungle Carnival, temple, theater
Supporting disciplines Sociology, management science, economics Psychology Political science Anthropology, dramaturgy, institutional theory
Central concepts Roles, goals, strategies, policies, technology, environment Needs, skills, relationships Power, conflict, competition, politics Culture, myth, meaning, metaphor, ritual, ceremony, stories, heroes
Image of leadership Social architecture Empowerment Advocacy and political savvy Inspiration
Basic leadership challenge Attune structure to task, technology, environment Align organizational and human needs Develop agenda and power base Create faith, belief, beauty, meaning

      Lack of imagination—Langer (1989) calls it “mindlessness”—is a major cause of the shortfall between the reach and the grasp of so many organizations—the empty chasm between noble aspirations and disappointing results. The gap is painfully acute in a world where organizations dominate so much of our lives. Taleb (2007) depicts events like the Covid‐19 pandemic or the 9/11 attacks as “black swans”—novel events that are unexpected because we have never seen them before. If every swan we've observed is white, we expect the same in the future. But fateful, make‐or‐break events are more likely to fall outside previous experience and catch us flat‐footed, as was true of the 2020 pandemic. Imagination and mindfulness offer our best chance for being ready when a black swan sails into view, and multi‐frame thinking is a powerful stimulus to the broad, creative mind‐set imagination requires.

      Engineering and Art

How Managers Often Think How Managers Might Think
Oversimplify reality (for example, blame problems on individuals' flaws and errors) Think holistically about a full range of significant issues: people, power, structure, and symbols
Regardless of the problems at hand, rely on facts, logic, restructuring Use feeling and intuition as well as logic, bargaining as well as training, celebration as well as reorganization
Cling to certainty, rationality, and control while fearing ambiguity, paradox, and “going with the flow” Develop creativity, risk taking, and playfulness in response to life's dilemmas and paradoxes, and focus as much on finding the right question as the right answer, on finding meaning and faith amid clutter and confusion
Rely on the “one right answer” and the “one best way” Show passionate, unwavering commitment to principle, combined with flexibility in understanding and responding to events

      Artists interpret experience and express it in forms that can be felt, understood, and appreciated by others. Art embraces emotion, subtlety, ambiguity. An artist reframes the world so others can see new possibilities. Modern organizations often rely too much on engineering and too little on art in searching for quality, commitment, and creativity. Art is not a replacement for engineering but an enhancement and a powerful partner. Artistic leaders and managers help us look and probe beyond today's reality to new forms that release untapped individual energies and improve collective performance. The leader as artist relies on abstract images as well as memos, poetry as well as policy, reflection as well as command, and reframing as well as refitting.