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Reframing Organizations, 4 th ed.. Introduction The Power of Reframing Virtues and Drawbacks of Organized Activity The Curse of Cluelessness Strategies.

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Presentation on theme: "Reframing Organizations, 4 th ed.. Introduction The Power of Reframing Virtues and Drawbacks of Organized Activity The Curse of Cluelessness Strategies."— Presentation transcript:

1 Reframing Organizations, 4 th ed.

2 Introduction The Power of Reframing Virtues and Drawbacks of Organized Activity The Curse of Cluelessness Strategies for Improving Organizations: The Track Record Framing Multiframe Thinking

3 Are top managers clueless? Home Depot CEO Bob Nardelli somehow didn’t anticipate that a rushed shareholders’ meeting where no one but him got to say anything would produce bad press and a major rebellion by shareholders and analysts.

4 Are top managers clueless? CEO Jeff Skilling thought Enron was “in excellent shape” when he quit a few months before it collapsed

5 Are top managers clueless? Joseph Berardino, CEO of Enron’s auditor, Andersen Worldwide, said no one told him some of his partners thought the firm was at risk in approving Enron’s aggressive accounting practices.

6 Are top manager clueless? As New Orleans recovered from Hurricane Katrina, the Secretary of Homeland Security told reporters he had no reports of things that viewers had already seen on television news.

7 Virtues and drawbacks of organization Prevalence of large, complex organizations is historically recent Much of society’s important work is done in or by organizations, but… They often produce poor service, defective or dangerous products and… Too often they exploit people and communities, and damage the environment

8 Signs of Cluelessness Management error produces bankruptcies of public companies every year Most mergers fail, but companies keep on merging One study estimates 50 to 75% of American managers are incompetent Most change initiatives produce little change; some makes things worse

9 Strategies to improve organizations Better management Consultants Government policy and regulation

10 What is a frame? Mental map to read and negotiate a “territory” The better the map, the easier it is to know where you are and get around (a map of New York won’t help in San Francisco) Frame as window: enables you to see some things, but not others Frame as tool: effectiveness depends on choosing the right tool and knowing how to use it

11 Framing and “Blink” process Well-learned and practiced frames facilitate “rapid cognition” – the capacity to quickly and accurately size up situations Qualities of rapid cognition: Nonconscious (you can do it without thinking about it) Fast Holistic Results in “affective judgments”

12 Structural Frame Roots: sociology, management science Key concepts: goals, roles (division of labor), formal relationships Central focus: alignment of structure with goals and environment

13 Human Resource Frame Roots: personality and social psychology Key concepts: needs (motives), capacities (skills), feelings Central focus: fit between individual and organization

14 Political Frame Roots: political science Key concepts: interests, conflict, power, scarce resources Central focus: getting and using power, managing conflict to get things done

15 Symbolic Frame Roots: social and cultural anthropology Key concepts: culture, myth, ritual, story, Central focus: building culture, staging organizational drama

16 Structural and Human Resource Frames

17 Political and Symbolic Frames

18 Expanding managerial thinking Traditional management thinking Artistic thinking See only one or two frames Holistic, multi-frame perspective Try to solve all problems with logic, structure Rich palette of options Seek certainty, control, avoid ambiguity, paradox Develop creativity, playfulness One right answer, one best way Principled flexibility

19 Conclusion Narrow thinking  clueless managers Multiple frames improve understanding, promote versatility Multiple frames enable reframing: viewing the same thing from multiple perspectives


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