Reframing: Choice-Collaboration-Change

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Reframing Choice-Collaboration-Change

• Pamela Zarkowski
• ADEA Deans Conference
• The Political Environment for Dental Education
• November 11, 2012

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Reframing

• help managers and leaders enrich the ideas and
  approaches they bring to their work.

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ArtistryChoiceLeadership
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Reframing

• Frames mental models, maps, mind-sets, schema
  and cognitive lens frames are windows, tools,
  lenses, orientations, and perspectives.

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Reframing

• uses knowledge and intuition to find sensible
  and effective ways to channel organizations in
  productive directions
• Bolman, LG Deal T. E.
• Reframing Organizations Artistry, Choice and
  Leadership. 2004

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Four Frames

• Structural
• Human Resource
• Political
• Symbolic

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Four Frames

• Political coping with conflict, competition for
  scarce resources, struggles for power and
  advantage, values realism and
• pragmatism.
• Symbolic meaning and faith, how to shape
  culture and provide purpose and meaning to work,
  shared mission and identity.

• Structural architecture of organization,
  differentiation and integration, design of
  units/subunits, goals, policies efficiency,
  chain of command.
• Human resource understanding of people,
  strengths foibles, reasons, emotions, desires
  human needs, values relationships and feelings.

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ReframingAn Application of Paradigms

• The same situation can be viewed in at least four
  different ways.
• Reframing is an artneither exact or precise, but
  creative, flexible, and subject to
  interpretation.

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Structural Human Resource Political Symbolic
Metaphor for organization Factory or machine Family Jungle Carnival, temple, theater
Central concepts Rules, roles, goals, policies, technology, environment Needs, skills, relationships Power, conflict, competition, organizational politics Culture, meaning, metaphor, ritual, ceremony, stories, heroes
Image of Leadership Social architecture Empowerment Advocacy Inspiration
Leader is Analyst, Architect Catalyst, Servant Advocate, Negotiator Prophet, Poet
Basic Leadership challenge Attune structure to task, technology, environment Align organization human needs Develop agenda and power base Create faith, beauty meaning
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Process Structural Human Resource Political Symbolic
Strategic planning Creating strategies to set objectives coordinate resources Gatherings to promote participation Arena to air conflict and realign power Ritual to signal responsibility
Decision making Rational sequence to produce right decision Open process to produce commitment Opportunity to gain and exercise power Ritual to confirm values create opportunities for bonding
Reorganizing Realign roles responsibilities to fit tasks and environments Maintain balance between human needs formal roles Redistribute power and form new coalitions Maintain an image of accountability and responsiveness negotiate new social order
Evaluating Way to distribute rewards or penalties and control performance Process for helping individuals grow and improve Opportunity to exercise power Occasion to play roles in shared drama
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Process Structural Human Resource Political Symbolic
Approaching conflict Maintain organizational goals by having authorities resolve conflict Develop relationships by having individuals resolve conflict Develop power by bargaining, forcing or manipulating others to win Develop shared values and use conflict to negotiate meaning
Goal setting Keep organization headed in the right direction Keep people involved and communication open Provide opportunity for individuals groups to make interests known Develop symbols and shared values
Communication Transmit facts and information Exchange information, needs, and feelings Influence or manipulate others Tell stories
Meetings Formal occasions to make decisions Informal occasions for involvements, sharing, feelings Competitive occasions to win points Sacred occasions to celebrate and transform culture
Motivation Economic incentives Growth and self actualization Coercions, manipulation, and seduction Symbols and celebrations
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FRAME STRATEGIES REACTIONS TO CHANGE ESSENTIAL
Structural Loss of direction, clarity and stability, confusion, chaos Communicating, realigning and renegotiating formal patterns and policies
Human Resource Anxiety, uncertainty, feelings of incompetence, neediness Training to develop new skills, participation and involvement, psychological support
Political Disempowerment, conflict between winners and losers Creating arenas where issues can be renegotiated and new coalitions formed
Symbolic Loss of meaning and purpose, clinging to the past Creating transition rituals mourning the past, celebrating the future
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Reflections

• Change agents fail when they rely mostly on
  reason and structure while neglecting human,
  political and symbolic elements.

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Successful Change Initiatives

• Creating a sense of urgency.
• Pulling together a guiding team with the needed
  skills, credibility, connections and authority to
  move things along.
• Creating an uplifting vision and strategy.
• Communicating the vision and strategy through a
  combination of words, deeds and symbols.

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Successful Change Initiatives

• Removing obstacles, or empowering people to move
  forward.
• Producing visible symbols of progress through
  short term victories.
• Sticking with the process and refusing to quit
  when things get tough.
• Nurturing and shaping a new culture to support
  the emerging innovative ways.
• Kotter, John, Leading Change why Transformation
  Efforts Fail. Harvard Business Review, March
  April 1995

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Kotters Stage of Change Structural Human Resource Political Symbolic
Sense of urgency Involve people throughout the organization, seek input Network with key players, use power base Tell a compelling story
Guiding a team Develop a coordination strategy Run team building exercises for guiding team Stack team with credible, influential members Put commanding officer on team
Uplifting vision strategy Build implementation plan Map political terrain Craft a hopeful vision of future rooted in organization history
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Reframing Kotters Change Stages
Kotters Stage of Change Structural Human Resource Political Symbolic
Communicate vision strategy through words, deeds and symbols Create structures to support change process Hold meetings to communicate direction, get feedback Create arenas build alliances, defuse opposition Visible leadership involvement, kickoff ceremonies
Remove obstacles empower people to move forward Remove or alter structures procedures that support the old ways Providing training, resources and support Stage public exposure of counter-revolutionaries
Early wins Plan for short term victories Invest resources power to ensure early wins Celebrate communicate early signs of progress
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Kotters Stage of Change Structural Human Resource Political Symbolic
Keep going when the going gets tough Keep people on plan Hold revival meetings
New culture to support new ways Align structure to new culture Create a culture team broad involvement in developing culture Mourn the past celebrate the heroes of the revolution share stories of the journey
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Small Work Group

• Collaborative Plan Worksheet
• Frames Analysis
• Address Priorities in each Frame

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Priorities to address in each frame
Structural Human Resource Political Symbolic

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Action Steps Person Responsible Target Date

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• pamela.zarkowski_at_udmercy.edu