1. Reframing Organizations, 3rd ed.

2. Reframing in Action – Opportunities and Perils
Chapter 16
Reframing in Action – Opportunities and Perils

3. Reframing in Action – Opportunities and Perils
Cindy Marshall: new manager with a big challenge
Structural Scenario
Human Resource Scenario
Political Scenario
Symbolic Scenario
The Power and Risks of Reframing
Reframing for Newcomers and Outsiders

4. Cindy Marshall New manager with big challenge
High risk dilemma: looking weak vs. acting impetuously
Each frame suggests distinct possibilities
Reframing as tool for generating options
Scenarios: story-lines for generating options for action
Each frame can be effective or not, depending on skill and insight of individual

5. Structural Scenario Clarify goals
Attend to relationships between structure and environment
Design and implement structure to fit circumstances
Focus on task, facts, logic, not personality or emotion

6. Human Resource Scenario
People are at the heart of organization
Respond to their needs and goals, and they’ll be committed and loyal in return
Align needs of individuals and organization, serving best interests of both
Support and empower people
Show concern, listen to their aspirations
Communicate warmth and concern
Empower through participation and openness
Give people resources and autonomy they need to do their jobs

7. Political Scenario Recognize political reality, deal with conflict
Scarce resources produce conflict over who gets what
Know the players (individuals and interest groups) and what they want
Build ties to key players and group leaders
Build a power base and use power carefully
Overplaying your hand makes you weaker
Create arenas for negotiation and compromise
Look for and emphasize common interests to unify your group
Rally troops against outside enemies

8. Symbolic Scenario Most important part of leader’s job is inspiration
Give people something to believe in
People get excited about a special place with unique identity where their work is important
Be passionate about making organization the best of its kind, communicate your passion
Use dramatic, visible symbols to involve people, communicate the mission
Be visible, energetic
Create slogans, hold rallies and celebrations, give awards, manage by walking around
Study and use organizational culture
Use heroes, stories, traditions as a base for build cohesive, meaningful culture
Articulate a persuasive, exciting vision

9. The Power and Risks of Reframing
Frames can be used as scenarios or scripts to generate options and guide action
By choosing a new script, we can act in new ways and create new possibilities
Choose the role and drama that works for you
Each frame has distinctive advantages and risks

10. Frame Risks Frame Risks Structural
Ignore non-rational elements: irrational neglect of human, political and cultural elements
Over-rely on authority and underrely on alternative sources of power
Human Resource
Blinded by romantic view of human nature
Too optimistic about trust and win-win in high-conflict/high-scarcity situations

11. Frame Risks Frame Risks Political Symbolic
Becomes cynical, self-fulfilling prophesy that intensifies conflict, misses opportunities for rationality and collaboration
You may be seen as amoral, scheming, selfish
Symbolic
Concepts are elusive
Effectiveness heavily dependent on user’s art and skill
Symbols may be employed as fluff, camouflage, manipulation
Awkward use of symbols may produce embarrassment, ridicule

12. Reframing for Newcomers and Outsiders
Use of only one or two frames often leads to entrapment: inability to generate effective options in tough situations
Risk is even higher for newcomers and outsiders (including members of groups that have historically been excluded)
Newcomers and outsiders are less likely to get a second chance or the benefit of the doubt when they make mistakes

13. Conclusion
Mangers can use the frames as scenarios, or scripts, to generate alternative approaches to challenging circumstances.
Reframing is a complex skill that takes time and persistence to develop