Reframing Leadership: Framework For Organizational Change

Reframing Leadership:Framework forOrganizational ChangeNovember 15, 2015Marcia M. DitmyerVice President, AAL

Objectives Recognize essential leadership qualities Rate your leadership orientations usingthe Bolman and Deal’s Frames QuickSelf-Rating Scale Apply Reframing strategies and analyzeyour leadership approach to a case study.

Lifelong Leadership Development eflectionFeedback:Formal &InformalPurposeReflectionPersonal, Organizational, port:Mentors,Advisors,PeersReflection

How Do You DefineLeadership?

There are nearly the samenumber of leadershipdefinitions as there arepeople who have attemptedto define the concept. Stogdill, 19745

A Few of My Favorites Leadership is the art of getting someone elseto do something you want done becausehe/she wants to do it. (Dwight D. Eisenhower) The art of leadership is saying no, not sayingyes. It is very easy to say yes. (Tony Blair) The art of communication is the language ofleadership. (James C. Humes)

Reframing Leadership Leaders need to be able to look at any situationthey face from different perspectives andreframe it in order to deal with it effectively.

Define A Leader Think of a leader that youworked for or observed What qualities does thisperson have or actions thisperson takes that make youadmire him/her as a leader?

Four-Frames ModelBohman and Deal, 2013

Structural FrameLeader’s role as an architect. The emphasis is onfinding the right design for the task at hand.Structural Frame assumes: organizations exist to achievegoals and objectives; things work best when rationalityprevails over human needs; it is most effective and efficientto assign roles usingspecialization and division oflabor; problems are a result of poorstructure.Problemsarise whenthe structuredoes not fitthe situation.

Human Resources FrameLeader’s role as a coach. The central theme isimproving the fit between the individual and theorganization. It begins with caring.Problems arisewhen theorganization isnot tailored tothe people.Structural Frame assumes: organizations exist to servehuman needs, rather thanhumans existing to serve theorganization’s needs; people and organizationsneed each other; when the fit between theindividual and the organizationis poor, both suffer and a goodfit benefits both.

Political FrameLeader’s role as a peacemaker. Organizations andsocieties are networks as well as hierarchies, andthe power of relationships is a crucial complement tothe power of position.Structural Frame assumes: organizations are coalitions ofindividuals and interest groups; there are lasting differences amongcoalition members’ values, beliefs,information; interests and perceptions of reality; important decisions involve theallocation of scare resources; goals and decisions emerge frombargaining, negotiation, andjockeying for position.Problems arisewhen power isconcentrated inthe wrong placesor is too broadlydispersed.

Symbolic FrameLeader’s role as a storyteller. The central theme isthe way humans discover and create meaning in anambiguous and chaotic world.Problems arisewhen actors playtheir parts badly,symbols lose theirmeaning, orceremonies andrituals lose theirpotency.Structural Frame assumes: What is most important about anyevent is not what happened, but whatit means; events have multiple meaningsbecause everyone interpretsexperiences differently; most of life is ambiguous or uncertainand high levels of uncertaintyundercut rational analysis, problemsolving, and decision making; many events are more important forwhat is expressed than what isproduced.

Frames Quick Self-Rating ScaleBolman & Deal

Four Frames Self-Assessment Purpose: Rate your leadership orientation How: Complete a 6 item forced-choiceinstrument which takes 5 - 10 minutes tocomplete Score: Assign 4 for the one response that bestfits you, 3 for the second best, and so on. Chart: Your leadership orientation

Mapping your Results

1. Do the results seem right? (That is, do you feelyour scores make sense? If not, what's wrong,or what's missing?)2. Are the results what you want? (That is, given asense of the kind of leader you want to be, howwell do these results fit?)

The Big Picture Goals Specializedroles Division of labor Rules, policies,procedures, andhierarchies ructuralHumanResourcesPoliticalSymbolic NeedsSkillsRelationshipsEmpowermentExtended family CultureMeaningRitualsCeremonyInspiration

Overview Four-Frame ModelThe humanresource frameemphasizesunderstandingpeople and theirrelationships.The structural frame focuses on thearchitecture of the organization.The symbolicframe capturesorganizationallife as dramaand treatsorganizationsas theatre,temples, orcarnivals.The political frame sees organizationsas jungles, arenas, or contests.

Integrating Four anResourcesStrategies to setobjectives &coordinateresourcesGatherings topromoteparticipationPoliticalSymbolicArenas to airRituals to signalconflicts & realign responsibility,powernegotiatemeaningsRational sequence Open process to Opportunity to Ritual to confirmto produce rightproducegain or exercise values & providedecisioncommitmentpoweropportunities forbondingReorganizing Realign roles and Maintain balanceRedistributeMaintain image ofresponsibilities to between human power and form accountability &fit tasks andneeds and formal new coalitions responsiveness;environmentrolesnegotiate newsocial order

Integrating Four ymbolicWay todistributerewards orpenalties;controlperformanceProcess forhelpingindividuals growand improveOpportunity toexercise powerOccasion to playroles in lop power by Develop sharedorganizational relationships by bargaining, forcing, values and usegoals resolvingconfrontingor manipulatingconflict toconflictconflictothers to winnegotiate meaningGoalSettingKeepKeep people Provide opportunity Develop symbolsorganizationinvolved andto make interests and shared valuesheaded in right communicationknowndirectionopen

Integrating Four hangeinformation,needs, andfeelingsInfluence ormanipulate othersTell storesFormaloccasions formakingdecisionsInformaloccasions forinvolvement,sharingfeelingsCompetitiveoccasions to winpointsSacred occasionsto celebrate andtransform thecultureEconomicincentivesGrowth andselfactualizationCoercion,manipulation, andseductionSymbols andcelebrationsCommunication Transmit factsandinformationMeetingsMotivation

When to Choose the Best FrameQuestionIf answer is YESIf answer is NOIs individual commitment andmotivation essential to success?Human Resource,SymbolicStructural, PoliticalStructuralHuman Resource,Political, SymbolicAre there high levels ofambiguity and uncertainty?Political, SymbolicStructural, HumanResourceAre conflict and scarceresources significant?Political, SymbolicStructural, HumanResourcePoliticalStructural, HumanResource, SymbolicIs the technical quality of thedecision important?Are you working from the bottomup?

Barriers to ChangeSLoss of clarity & stability, confusion, chaosHRPSAnxiety, uncertainty, feelings of incompetence,needinessDisempowerment, conflict between winners andlosersLoss of meaning & purpose, clinging to the past

Essential StrategiesSCommunicating, realigning & renegotiating formalpatterns and policiesHRPSTraining to develop new skills, participation &involvement, psychological supportCreating arenas where issues can be renegotiatedand new coalitions formedCreating transition rituals – mourning the past,celebrating the future

Case StudiesBolman & Deal

Case Study Activity Objective: View the scenario and determine thebest frame (or combination of frames) to use toapproach this situation. Time: 45 minutes Instructions: Divide into small groups. Discuss thesituations outlined at your table and decide whatbehavioral framework would be the best to operateout of and why? Note: There is no correct answer. There might bemore than one approach/or combination ofapproaches to take for each situation

Case Study Activity After a group discussion, we will come backtogether and compare and discuss answers. Your decisions should be based on what helpsmeet the goal(s), both in the moment and for thelong-term. You need not address an issue in all four frames,but it's a good idea. Ask yourself: “Can we touchall of them?“

The Structural Framework focuses on the how to find somepattern of formal roles and relationships that willaccommodate organizational needs as well as individualdifferences. The Human Resource Framework places people first,which is very similar to stewardship or servant leadershipwhere participation in decision making and problem solvingare primary components of the model. The Political Framework is where the political leaderunderstands the reality of the politics in the organization anddeals with them. The Symbolic Framework draws on social and culturalanthropology. The organization is thought to be akin to tribesor theater; they are cultures that operate based onceremonies, rituals, rules, myths, policies, stories, heroesand managerial authority.

“When you do what you fearmost, then you can doanything.” Stephen Richards

Phone: Dr. Marcia DitmyerEmail: Mditmyer@AALGroup.orgWebsite: http://www.aalgroup.org/

Reframing Leadership: Framework for Organizational Change . Objectives . Extended family Goals Specialized roles Division of labor Rules, policies, . involvement, sharing feelings Competitive occasions to win points Sacred occasions to celebrate and transform the