Post on 07-Jan-2016
description
Reframing: Reframing: Choice-Collaboration-ChangeChoice-Collaboration-Change
Pamela ZarkowskiADEA Dean’s Conference
The Political Environment for Dental Education November 11, 2012
ReframingReframing• …”help managers and leaders enrich the ideas
and approaches they bring to their work.”
ArtistryArtistryChoiceChoice
LeadershipLeadership
ReframingReframing• Frames: mental models, maps, mind-sets,
schema and cognitive lens… frames are windows, tools, lenses, orientations, and perspectives.
ReframingReframing…uses knowledge and intuition to find sensible and effective
ways to channel organizations in productive directions
Bolman, LG & Deal T. E. Reframing Organizations: Artistry, Choice and Leadership. 2004
Four Frames Four Frames
• Structural• Human Resource• Political • Symbolic
Four FramesFour FramesPolitical: coping with conflict, competition for scarce resources, struggles for power and advantage, values realism andpragmatism. Symbolic: meaning and faith, how to shape culture and provide purpose and meaning to work, shared mission and identity.
• Structural: architecture of organization, differentiation and integration, design of units/subunits, goals, policies & efficiency, chain of command.
• Human resource: understanding of people, strengths & foibles, reasons, emotions, desires & human needs, values relationships and feelings.
Reframing—Reframing—An Application of An Application of
ParadigmsParadigms
• The same situation can be viewed in at least four different ways.
• Reframing is an art—neither exact or precise, but creative, flexible, and subject to interpretation.
Structural HumanResource
Political Symbolic
Metaphor for organization
Factory or machine
Family Jungle Carnival, temple, theater
Central concepts
Rules, roles, goals, policies,
technology, environment
Needs, skills, relationships
Power, conflict,
competition, organizational
politics
Culture, meaning, metaphor,
ritual, ceremony,
stories, heroes
Image of Leadership
Social architecture
Empowerment Advocacy Inspiration
Leader is Analyst, Architect
Catalyst, Servant
Advocate, Negotiator
Prophet, Poet
Basic Leadership challenge
Attune structure to
task, technology, environment
Align organization & human needs
Develop agenda and power base
Create faith, beauty & meaning
Process Structural HumanResource
Political Symbolic
Strategic planning
Creating strategies to set
objectives & coordinate resources
Gatherings to promote
participation
Arena to air conflict and
realign power
Ritual to signal responsibility
Decision making
Rational sequence to produce right
decision
Open process to produce
commitment
Opportunity to gain and exercise
power
Ritual to confirm values & create opportunities for
bonding
Reorganizing Realign roles & responsibilities to
fit tasks and environments
Maintain balance between human needs & formal
roles
Redistribute power and form new coalitions
Maintain an image of
accountability and
responsiveness; negotiate new
social order
Evaluating Way to distribute rewards or
penalties and control
performance
Process for helping
individuals grow and improve
Opportunity to exercise power
Occasion to play roles in shared
drama
Process Structural HumanResource
Political Symbolic
Approaching conflict
Maintain organizational
goals by having authorities
resolve conflict
Develop relationships by
having individuals
resolve conflict
Develop power by bargaining, forcing or
manipulating others to win
Develop shared values and use
conflict to negotiate meaning
Goal setting Keep organization
headed in the right direction
Keep people involved and
communication open
Provide opportunity for individuals &
groups to make interests known
Develop symbols and shared
values
Communication
Transmit facts and information
Exchange information, needs, and
feelings
Influence or manipulate
others
Tell stories
Meetings Formal occasions to
make decisions
Informal occasions for involvements,
sharing, feelings
Competitive occasions to win
points
Sacred occasions to
celebrate and transform
culture
Motivation Economic incentives
Growth and self actualization
Coercions, manipulation, and
seduction
Symbols and celebrations
FRAME
STRATEGIES
REACTIONS TO CHANGE ESSENTIAL
Structural Loss of direction, clarity and stability, confusion, chaos
Communicating, realigning and renegotiating formal patterns and policies
Human Resource Anxiety, uncertainty, feelings of incompetence, neediness
Training to develop new skills, participation and involvement, psychological support
Political Disempowerment, conflict between winners and losers
Creating arenas where issues can be renegotiated and new coalitions formed
Symbolic Loss of meaning and purpose, clinging to the past
Creating transition rituals: mourning the past, celebrating the future
ReflectionsReflections• Change agents fail when they rely mostly on
reason and structure while neglecting human, political and symbolic elements.
Successful Change Successful Change InitiativesInitiatives
• Creating a sense of urgency.• Pulling together a guiding team with the
needed skills, credibility, connections and authority to move things along.
• Creating an uplifting vision and strategy.• Communicating the vision and strategy
through a combination of words, deeds and symbols.
Successful Change Successful Change InitiativesInitiatives
• Removing obstacles, or empowering people to move forward.
• Producing visible symbols of progress through short term victories.
• Sticking with the process and refusing to quit when things get tough.
• Nurturing and shaping a new culture to support the emerging innovative ways.
• Kotter, John, Leading Change: why Transformation Efforts Fail. Harvard Business Review, March April 1995
Kotter’s Stage of Change
Structural Human Resource
Political Symbolic
Sense of urgency
Involve people throughout the organization, seek input
Network with key players, use power base
Tell a compelling story
Guiding a team
Develop a coordination strategy
Run team building exercises for guiding team
Stack team with credible, influential members
Put commanding officer on team
Uplifting vision & strategy
Build implementation plan
Map political terrain
Craft a hopeful vision of future rooted in organization history
Reframing Kotter’s Change StagesReframing Kotter’s Change StagesKotter’s Stage of
ChangeStructural Human
ResourcePolitical Symbolic
Communicate vision & strategy through words, deeds and symbols
Create structures to support change process
Hold meetings to communicate direction, get feedback
Create arenas; build alliances, defuse opposition
Visible leadership involvement, kickoff ceremonies
Remove obstacles & empower people to move forward
Remove or alter structures & procedures that support the old ways
Providing training, resources and support
Stage public exposure of counter-revolutionaries
Early wins Plan for short term victories
Invest resources & power to ensure early wins
Celebrate & communicate early signs of progress
Kotter’s Stage of Change
Structural Human Resource
Political Symbolic
Keep going when the going gets tough
Keep people on plan
Hold revival meetings
New culture to support new ways
Align structure to new culture
Create a culture team; broad involvement in developing culture
Mourn the past; celebrate the heroes of the revolution; share stories of the journey
Small Work GroupSmall Work Group•Collaborative Plan Worksheet•Frames Analysis
o Address Priorities in each Frame
FRAMES ANALYSIS
GOAL: _________________________________________________________________________________
_________________________________________________________________________________
Structural Human Resource Political Symbolic
Priorities to address in each frame:
COLLABORATION PLAN
GOAL: ______________________________________________________________________________
______________________________________________________________________________
OUTCOME MEASURES: ______________________________________________________________________________
______________________________________________________________________________
RESOURCES NEEDED: ______________________________________________________________________________
______________________________________________________________________________
Action Steps Person Responsible Target Date
pamela.zarkowski@udmercy.edu