Kim Woods Only (6.1 Discussion)

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Post #1

In order for leaders and managers understand their organizations through a variety of lenses, or perspectives, Lee Bolman and Terrance Deal suggest four organizational constructs, or frames: Structural, Human Resource, Political and Symbolic. Each frame includes a set of ideas that help make sense of how individuals and organizations think and work. Individual frame have inherent strengths and weaknesses, advantages and disadvantages, all are founded in both managerial practice and social science research (Bolman & Deal, 2003). Management must understand that events can serve numerous purposes and that people often operate from different points of view. Several lines of research have found that effective leaders and effective organizations rely on multiple frames (Bolman & Deal, 2013). By view the organization from multiple perspectives, the management of an organization will develop a holistic picture of the organization, which will lead to a successful execution of the assigned task.

Reference

Reframing Organizations – Lee Bolman & Terrance Deal « Dr. Doug Green. (n.d.). Retrieved March 30, 2018, from https://www.drdouggreen.com/2010/reframing-organizations-book-summary-with-activities/

McKeon, B. (2013). BOLMAN_AND_DEAL Test Bank. Retrieved April 01, 2018, from http://documentbest.com/49/wrpkl0ek49

Post #2

Using multiple frames to understand issues is very helpful. According to Bolman and Deal (2013), “Each of the frames generates its on possibilities, creatively translated into alternative scenarios (p 324). In other words, individuals can either broaden or narrow their vision to opportunities available to them. People, depending on their position and level in an organization, will view issues through different frames and use their pull to attempt to align others to their perspective. Bolman and Deal (2013) also mention that the success of an individual depends on their skill and artistry to follow a given script. This means that a successful manager will be able to effectively apply the correct frame or frames to any given organizational issue. A successful manager must be able to correctly apply frame(s) taking into account the given issue and the strengths and weaknesses of the frames that they are applying. “Leaders influence their organizations by deciding what the organization should pay attention to and then providing ways of looking at it” (Chait, Ryan & Taylor, 2004). These leaders or managers can give importance to issues that they think are important, based on the frame or frames that they choose to use.

Bolman, L. G., & Deal, T. E. (2013). Reframing organizations: Artistry, choice, and leadership. San Francisco, CA: Jossey-Bass.

Chait, R. P., Ryan, W. P., & Taylor, B. E. (2004). Governance as Leadership. Board Source, 1-4. Retrieved April 04, 2018, from http://headsuped.com/wp-content/uploads/2015/04/3050-Governance-as-Leadership.pdf

Post #3

It is my belief that frames are certainly helpful in understanding and addressing the issue. Whether you are dealing in an organizational, political, or social setting, few people understand the aggregate of most situations and issues. In other words, most people may understand the headline but few will delve in enough to gain a deeper understanding to where they can own the situation or issue during a discussion. When people do this they gain credibility because their personality enables them to frame the issue from the perspective they want the receiver to glean it from. According to McShane and Von Glinow (2008), “Over the past decade personality has regained some of its credibility in organizational settings. Research indicates that effective leaders have identifiable traits and that personality explains some of a person’s positive attitudes and life happiness” (p. 52).

From an organizational perspective, framing can provide employees the incentive to support a change initiative instead of stifling it. From a political perspective, framing can secure the support needed for election to office. The person who is framing the issue must be comfortable in their skin and perceived as an honest broker and having a moral compass. According to Gardner et al.(2005), “When leaders know themselves and have a clear sense of who they are and what they stand for, they have a strong anchor for their decisions and action” (as cited in Northouse, 2016, p. 203).

References

Bolman, L. G., & Deal, T. E. (2003). Reframing Organizations. (3rd ed.). San Francisco: Jossey-Bass

Northouse, P.G. (2016). Leadership: Theory and Practice. (7th ed.). Thousand Oaks, CA: Sage Publications, Inc.