Reframing in Action Opportunities and Perils

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Reframing in ActionOpportunities and Perils

• Chapter 16

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Reframing in Action

• Cindy Marshall Case Study
• What is the scenario?
• Multiple lenses help size up situation
• What is really going on?
• What options do you have
• What does the situation demand
• How might you reinterpret the scene to create a
  more effective scenario?
• Go to the balcony

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Structural Frame

• Focus on task, facts, logic
• NOT personality or emotion

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Structural Frame Options

• Option 1
• Clarify goals
• Attend to relationships between structure and
  environment
• Develop clearly defined approach

• Option 2
• Establish authority
• No harsh or dictatorial
• Underscore task rather than relationships
• Define temporary role for self

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Risks Associated With Structure

• Long-term tension
• Awkward
• Combative
• Autocratic
• Critical
• Over controlling

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Human Resource Frame

• Values
• Listening
• Responsiveness
• Believes people are the center of any
  organization
• Insensitive cannot be effective leaders
• Leader are to support and empower

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Human Resource Options

• Option 1
• Sorry to interrupt
• waitress
• Defuses conflict
• Seen as weak by staff

• Option 2
• Eager to get started
• Introductions
• Unfazed
• Cheerful
• Avoids battle
• Acknowledges perspectives
• Combine advocacy and inquiry

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Political Frame

• Management by intimidation and manipulation
• Leaders must recognize political reality and deal
  with conflict
• Interest groups compete (always)
• Leaders must develop ties and constituents
• Resolve conflict as possible
• Negotiate and compromise

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Political Frame Options

• Option 1
• Criticize secretary
• Cooperate or else
• Established as tough
• Win this battle (legitimate)
• Arrogant and callous
• Damage may be irreversible

• Option 2
• Skip games and work
• Manage transition
• Tell on you
• Direct
• Diplomatic
• Light touch
• Draw on power sources

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Symbolic Frame

• Most important part of a leaders job is
  inspiration
• Give people something to believe in
• Sensitive to organizations history and culture

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Symbolic Options

• Option 1
• Great to see you all
• Buttons for everyone!
• Ill visit with others for an hour
• Doesnt know culture
• Meaningless symbols antagonize
• Empty symbols backfire

• Option 2
• Try to understand culture
• There is a lot to learn from you
• Skirts personal confrontation
• Focuses on core values
• Communicated philosophy
• Drew out culture

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Benefits of Reframing

• Frames can be used as scripts or scenarios
• Guide action in high-stakes circumstances
• Change script to change perception
• Examine the same situation from multiple points
• Reframing offers promise of options

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Risks of Reframing

• Structural frames can
• overestimate power of authority
• Can neglect human, political and cultural
  variables
• Human Resource Frame can
• Cling to romanticized view
• Over optimistic

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Risks of Reframing

• Political Frame Can
• Capture dynamics of other frames but miss its own
  limits
• Can be a cynical self-fulfilling prophecy,
  reinforcing conflict and mistrust
• Symbolic Frame Can
• Produce elusive concepts
• Depend on effectiveness and artistry of user
• Use fluff and camouflage
• Be tools of scoundrel
• Embarrass more than energize

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Reframing Reminders

• Judicious reframing enables leaders to transform
  a managerial trap into a leadership opportunity
• One or two frames may be enough to build a
  successful career in middle management but they
  do not take you to the top
• The ability to reframe and use multiple lenses
  helps you advance while feeling less strain and
  confusion