1. Dr. Neil Katz and Associates
Reframing: An Effective Organizational Conflict Approach to Assess/Intervene in Workplace Conflict
Dr. Neil Katz and Associates
Dept of Conflict Resolution Studies, Nova Southeastern University
Association of Conflict Resolution Conference, Dallas, 2017
Copyright © 2017 by Neil Katz and Associates. All rights reserved. Neilkatzconsulting.com | Adapted materials used with permission.

2. Workshop Outcomes
Gain knowledge of consulting strengths and vulnerabilities in relation to dominant frames
Acquire ability to analyze complex situations through reframing
Develop appreciation of multi-role and multi-frame use for managing organizational consulting challenges
Enhance sophistication/creativity of strategic thinking and consulting actions

3. Agenda Introduction to workshop
Survey to chart strengths & vulnerabilities
Orientation to the four frames
Structural
Human resource
Political
Symbolic
Application to Cases and your Challenges

4. Please complete survey…..
Determine cognitive and behavioral disposition toward one or more of the frames
Raise awareness of your strengths and opportunities for growth
Commit to working on multi-frame competencies
Individual and group profiles
Please complete survey…..

5. Reframing Organizations
Developed by Lee Bolman, Terrance Deal and John Gallos
Academic backgrounds in Public Administration, Sociology, Education
Based on abundant, credible research
Developed for Leadership/Management
Adapted for Managing Conflict and Change

6. Reframing Organizations
“The truly effective “leader” will need multiple tools, the skills to use each of them, and the wisdom to match frames and situations.”
~~Bolman and Deal
-Bolman and Deal

7. Frames A cognitive and behavioral disposition
A mental map to read and negotiate a particular “territory”
Know where you are and what you need to do
Allows you to respond automatically to situations and events
Windows and Lenses:
Enables you to see certain things
Allows for heightened focus and clarity

8. Reframing Analyze events from multiple perspectives
To explore “what is really going on”
To paint a holistic picture
Allows us to consider different options
Enhances effectiveness of strategy/action
Effective leadership associated with usage of multiple frames and “principled flexibility”

9. Framing/Reframing Process
Sensemaking (C.Argyris, J. Gallos)—notice something, decide what to do about it (interpreting), determine what to do about it
Reflective Practitioner (D. Schon)—think deeply before taking action, reflect how things are going as you act, and adjust if necessary—continuous learning and adaptability key
Dance Floor and Balcony Metaphor ( R. A. Heifetz)

10. Leadership in Action: The Hospital Case
Use The Four Frames as a guide…..
Read The Hospital Case
What issues need to be addressed?
What are the critical first steps that the Leadership Team should take?

11. Four Frames Approach

12. Structural Perspective
Metaphor: Factory or well-oiled machine
Roots: Management Science/sociology
Key question: What is the most helpful design/structure to achieve goals?
Focus: roles, reporting lines, policies, procedures, tasks, data, measurement, rational analysis

13. Structural Key Assumptions
Design important to achieve goals/objectives
Rational thought fosters good decisions, predictability, order and agreements
Specialization and division of labor critical
Control and coordination necessary
Problems and performance gaps due to structure

14. Structural Strategies
(to address confusion and chaos)
Function as an architect, designer, planner
Clarify goals, roles, expectations, regulations
Establish/reaffirm procedures & policies and lines of responsibility/accountability
Focus on tasks, facts, logic: not personalities or emotions
Design environment and implement structure to fit circumstances and align with goals
Strive for agreements using objective data

15. Human Resources Perspective
Metaphor: Extended Family
Roots: Social Psychology
Key Question: How well does leadership and organization meet human needs?
Focus on caring, relationships, teamwork, communication, motivation, satisfaction, feelings, involvement, empowerment, commitment, trust

16. Human Resource Key Assumptions
Work/Institutions exist to serve human needs
A good fit benefits both: individuals find meaning and satisfaction and leaders get the talent and energy they need to succeed
Investment in people demonstrated through training, coaching, empowerment, affirmation and rewards
Goal of actions: high morale and commitment, productivity

17. Human Resource Strategies
Serve as facilitator, catalyst, coach, mentor
Recognize rapport/involvement as keys to success
Tend to human interactions and relationships
Respond to needs to ensure loyalty/commitment
Support and empower people
Communicate warmth and concern
Keep communication lines open
Listen/respect their aspirations, interests
Give people resources, autonomy, & opportunity to do their work and self-actualize

18. Political Perspective
Metaphor: Jungle to compete and survive
Roots: Political Science
Key question: How does one handle conflict and gather/distribute resources
Focus on:
Building a power base through networking, coalitions & alliances
Getting access to and influencing key players
Effective negotiation and bargaining
Controlling the agenda
Shaping how the conflict is waged
Minimizing losses and maximizing gains

19. Political Key Assumptions
Individuals and interest groups have enduring differences
Most important decisions involve the allocation of scarce resources – who gets what
Scarce resources and enduring differences ensure conflict and make power and influence critical factors
Goals & decisions emerge from stakeholder negotiating, and jockeying for position
Survival and justice key

20. Political Strategies Serve as advocate, master negotiator
Recognize political reality and deal with conflict
Know the players and build linkages to key stakeholders and interest groups
Build power base and use power carefully
Create arenas for negotiation/compromise
Rally troops against outside enemy
Persuade first, negotiate second, coerce last

21. Symbolic Perspective Metaphor: Organization as theatre/temple
Roots: Social and cultural anthropology
Key question: What are the shared values and symbols and what gives hope, meaning to people
Focus on creating meaning, belief, and faith; understanding role and power of culture; utilizing ceremonies, rituals, stories and myths to inspire

22. Symbolic Key Assumptions
What is most important about any event is not what happened, but what it means
Events have multiple meanings because people interpret experience differently
In the face of uncertainty and ambiguity, people need and create anchors to resolve confusion, provide direction, hope and faith

23. Symbolic Strategies Interpret experience for meaning and purpose
Function as prophet, playwright, poet
Articulate a persuasive, inspiring vision
Communicate passion/ be visible & energetic
Show people how they and their work contribute
Study and use culture
Use dramatic, visible symbols (stories, rituals, artifacts) to involve and motivate people

24. Case Study Chris Cunningham Case
How does utilization each of the frames help you and your client understand more completely what is going on and what is contributing to the conflict?
How does this more sophisticated analysis allow you and your client to develop a more comprehensive and effective action plan?

25. Power of Reframing
“When the world seems hopelessly confusing and nothing is working, reframing is a powerful tool for gaining clarity, regaining balance, generating new options, and finding strategies and actions that work.” ~~L.Bolman and T. Deal