For Wizard Kim - Wk4 - DP

Wk4 Discussion

In the context of the readings and the lectures this week, discuss what you have learned about leadership and leading change. Discuss a concept or idea that you are somewhat unclear about. Be specific and feel free to include material such as articles, links, or examples from Youtube, etc. that are relevant.

Readings on The Symbolic Frame and Change and Leadership in Action

Reference: Bolman, L. and Deal, T. (2017). Reframing Organizations: Artistry, Choice, and Leadership. 6th edition.

NOTES:

The Symbolic Frame:

Origins – social and cultural anthropology.

► Organizations as tribes, theatres, or carnivals.

► Culture – rituals, ceremonies, stories, heroes, and myths.

► Organization is theatre – actors play role while audiences form impressions.

► Problems arise when actor play their parts badly, when symbols lose their meaning, when ceremonies and rituals lose their potency.

Reframing Organizational Change:

Frame - Barriers to Change - Essential Strategies

Structural - Loss of direction, clarity and stability; confusion, chaos - Communicating, realigning, and renegotiating formal patterns and policies

Human Resource - Anxiety, uncertainty People feel incompetent and needy - Training to develop new skills; Participation & involvement; Psychological support

Frame - Barriers to Change - Essential Strategies

Political – Disempowerment Conflict between winners & losers - Create arenas for negotiating issues, forming new coalitions

Symbolic - Loss of meaning and purpose; clinging to the past - Transition rituals; mourn past, celebrate future

Change and Training

► Change initiatives often fail because employees lack knowledge and skills

► People resist what they don’t understand, don’t know how to do, or don’t believe in

► Training, participation and support can increase understanding of why change is needed, as well as skills and confidence needed to implement

Change and Realignment

► Structural change undermines existing patterns, creating ambiguity, confusion and resistance

► People don’t know how to get things done or who’s supposed to do what

► Change efforts need to anticipate structural issues, realign roles and relationships

Change and Conflict

► Change creates winners and losers

► Winners support the change and fight for its implementation

► Losers resist, try to block change effort (and often succeed)

► Conflicts often are buried, where they smolder and become more unmanageable

► Successful change requires framing issues, building coalitions, and creating arenas where conflict can be surfaced and agreements negotiated

Change and Loss

► Loss of a cherished symbol produces loss – akin to losing a job or a loved one

► Change produces conflicting impulses: replay the past vs. plunge into the future

► Cultures create transition rituals to ease loss

► Ritual and ceremony are essential to successful change: celebrate or mourn the past and envision the future

►

Summary:

Major organizational change inevitably generates four categories of issues

► Effects individuals’ ability to feel effective ► They need training, participation, support

► Change disrupts existing patterns ► Structure needs to be realigned

► Change creates conflict

► Need arenas to negotiate conflict, reach agreements

► Change creates loss of meaning for recipients

► Need transition rituals to mourn past and celebrate future