Transcript Reflective Practice:Using Theory and Skill to Inform
Scenario Building for Successful Organizational Change
MPA 8002 The Structure and Theory of Human Organization Richard M. Jacobs, OSA, Ph.D.
For Bolman & Deal (1997)...
managing and leading organizations is a matter of utilizing four frames to diagnose organizational functioning
Structurally, managers and leaders...
1. set goals and policies under conditions of uncertainty 2. achieve a “delicate balance” in allocating scarce resources across organizational entities 3. motivate, coordinate, and control large, diverse group of subordinates
From a human resources view, managers and leaders...
1. help individuals and groups develop a shared sense of direction and purpose 2. balance task and process goals 3. endeavor to make group work both satisfying and efficient
Politically, managers and leaders...
1. confront workplace politics 2. apply ethics in the decision-making process 3. wield power effectively 4. act with authority
Using symbols, managers and leaders...
1. attend carefully to socializing new members into the organization 2. emphasize diversity in ideas and approaches to problem solving 3. manage and lead by example 4. develop and use code language to communicate organizational purpose
For Bolman & Deal, the goal is...
for managers and leaders to give appropriate emphasis to the positives associated with each frame…
Strengths of the structural frame...
…is rational and objective, data driven …uses logic to shape policies, procedures, division of labor, and span of control …is action oriented …provides for accountability
Strengths of the human resources frame...
…personal …practical …addresses fundamental human needs and interests
Strengths of the political frame...
…realistic …practical …addresses the reality of mixed motives, conflict, and power struggles present in the workplace …highlights the need for principled reflection and ethical action
Strengths of the symbolic frame...
…personal …illuminates the importance of creating and sustaining belief and meaning …inspiring, meaningful, motivational …focuses on the bonds uniting individuals into cohesive groups that pursue a shared purpose
While simultaneously...
managers and leaders to avoid each frame’s limitations…
Structural frame limitations...
…impersonal and bureaucratic: views workers as functionaries …overly simplistic …pessimistic about human nature …inflexible and rigid for decision making …overestimates the power of authority …neglects fundamental human, political, and cultural variables
Human resources frame limitations...
…naïve in its assessment of human nature …overly optimistic about integrating people, process, and technology …not realistic for a fast-changing environment …neglects the power of structure …neglects the realities of conflict and scarce resources
Political frame limitations ...
…impersonal in dealing with people …cynical view of human nature …assumes conflict and power struggles …reinforces conflict and mistrust …sacrifices opportunities for rational discourse, collaboration toward shared goals, and hope in a positive future
Symbolic frame limitations...
…an overly abstract, vague, and elusive concept …impractical for use in the workplace …can easily be manipulated
Using frame analysis positively...
effective managers and leaders engage in activities… …focused by their primary concerns
Using the structural frame...
effective managers and leaders are
…scientists …planners …social architects
whose primary concerns are
…good data …honest analysis …creative designs …the best process
Using human resources theory...
effective managers and leaders are whose primary concerns are
…personable and warm …thoughtful and kind …servants …catalysts for growth …challenging growth …providing support …expanding roles …engendering and sustaining good will
Using political theory...
effective managers and leaders are whose primary concerns are
…savvy and smart …polished …clear-headed …advocates …coalition-building …negotiating gray areas …upholding the common good
Using symbolic theory...
effective managers and leaders are whose primary concerns are
…prophets …poets …priests …substance …framing experience …inspiring …pointing a way
Using frame analysis negatively...
ineffective managers and leaders engage in activities… …focused by their primary concerns
Abusing the structural frame...
ineffective managers and leaders are whose primary concerns are
…petty tyrants …self-absorbed …self-interested …micro-managing …“snoopervising” …fault finding …ruling by fiat …issuing memos
Abusing human resources frame...
ineffective managers and leaders are whose primary concerns are
…linguini-spined …wimps …pushovers …how people feel …avoiding conflict …letting others decide …allowing events to take their course
Abusing the political frame...
ineffective managers and leaders are whose primary concerns are
…poker-faced …con-artists …hustlers …self-interest …plausible alibis …masking fraud …deception
Abusing the symbolic frame...
ineffective managers and leaders are whose primary concerns are
…fanatics …fools …full of “b.s.” …self-preservation …style …images …propagandizing
The strength of “reframing”...
…is its focus upon the multiple uses of organizational processes
strategic planning decision making reorganizing evaluating goal setting communicating meetings motivating
PROCESS
strategic planning
FRAME
:
Structural Human Resources Political Symbolic
strategies to set objectives and coordinate resources gatherings to promote participation arenas to air conflicts and realign power rituals to signal responsibility, produce symbols, and negotiate meanings
PROCESS
decision making
FRAME
:
Structural Human Resources Political Symbolic
a rational sequence to produce right decisions an open process to produce commitment an opportunity to gain or exercise power a ritual to confirm values and provide opportunities for bonding
PROCESS FRAME
:
Structural Human Resources Political Symbolic
reorganizing realigning roles and responsibilities to fit task and environment maintaining balance between human needs and formal roles redistributing power and form new coalitions a ritual confirming core values and providing opportunities for bonding
PROCESS
evaluating
FRAME
:
Structural Human Resources Political Symbolic
a way to distribute rewards or penalties and to control performance a process for helping individuals to grow and improve an opportunity to exercise power an occasion to play roles in a shared ritual
PROCESS FRAME
:
Structural Human Resources Political Symbolic
approaching conflict to maintain organizational goals by having authorities resolve conflict to develop relationships by having individuals confront conflict to develop power by bargaining, forcing, or manipulating others to win to develop shared values and use conflict to negotiate meaning
PROCESS FRAME
:
Structural Human Resources Political Symbolic
goal setting to keep the organization headed in the right direction to keep people involved and communication open to provide opportunities for individuals and groups to make their interests known to develop symbols and shared values
PROCESS FRAME
:
Structural Human Resources Political Symbolic
communicating transmitting facts and information exchanging information, needs, and feelings influencing or manipulating others telling stories
PROCESS
meetings
FRAME
:
Structural Human Resources Political Symbolic
formal occasions for decision making informal occasions for involvement and sharing feelings competitive occasions to win points sacred occasions to celebrate and transform organizational culture
PROCESS FRAME
:
Structural
motivation economic incentives
Human Resources
growth and self actualization
Political Symbolic
coercion, manipulation, and seduction symbols and celebrations
However...
these frames, as well as the interpretations they offer, imply that...
…control is a fact...
when it is an illusion …sensemaking is prospective… when it is retrospective …understanding is predictable… not confusion (Weick, 1995)
The managerial/leadership reality...
the facts associated with life in human organizations...
…run contrary to common perceptions and opinion...
• First:
turbulence
, not stability, characterizes organizational life.
• Second: people in organizations possess
pluralistic
, not unitary, views about organizations.
• Third:
intuition
, not rationality, proves to be of greater value in the decision-making process.
• Fourth: managers/leaders make
few
, not many, decisions.
the consequence of this organizational reality is that managing and leading human organizations is more like...
…“white-water rafting” (Sergiovanni, 1992) …“muddling through” mazes of messes (Lindblom, 1979) …“garbage can decision making” (Cohen, March, & Olsen, 1992)
MANAGING/LEADING ORGANIZATIONAL CHANGE “...it should be considered that nothing is more difficult to handle, more doubtful of success, or more dangerous to manage, than to put oneself at the head of introducing new orders. For the introducer has all those who benefit from the old orders as enemies, and he has lukewarm defenders in all those who might benefit from the new orders.” Machiavelli,
The Prince
, 1985, p. 23
The question, then, is...
What does successful
and
involve and require?
A lesson to remember...
successful managers and leaders...
successful managers and leaders...
For managers and leaders...
the challenge is not so much “reframing” the problems impacting organizational functioning (Bolman & Deal, 1997)...
…and acting
based on calculations and contingencies
whether to manage/lead through participation, delegation, selling, or telling (Hersey & Blanchard, 1977)
instead, managing/leading human organizations is a matter of the human intellect and creative spirit… …a process of “scenario building” …in an overall effort directed at improving organizational functioning
Scenario building...
a methodology to assess organizational functioning...
...by developing unitary solutions (i.e., “scenarios”) designed from an accurate diagnosis of the situation (i.e., “framing”)
then… ...evaluating the strengths and weaknesses associated with each scenario ...envisioning probable outcomes associated with each scenario
forging a pathway… ...maximizing the positive outcomes …and minimizing the negative limitations associated with each scenario
that is...
...to formulate a principled plan of action to guide organizational decision making …and acting courageously to implement the plan in the face of many obstacles (McWhinney, 1992)
and
require...
…women and men who: understand the organizational context exhibit an abiding concern for people and task are ethical and virtuous in word and act
who possess attributes and competencies:
task competence intelligence decisiveness vision commitment passion inspire trust take risks are flexible self-confident understanding courageous
these innate and learned attributes and competencies enable managers and leaders...
...to engage in a process of self change …enabling them to influence others by setting an example
With the desired outcome...
that people in organizations learn and feel free to act...
professionally
purposefully
cooperatively
ethically
...by using their personal authority and power to enact the organization’s purpose through their individual projects.
Successful scenarios...
evidence structural thinking, as managers and leaders...
1) do their homework 2) incessantly reconsider the relationship of structure, strategy, and environment 3) focus on implementation 4) experiment, evaluate, and adapt to achieve best practice (Weber, 1911)
evidence managers considering people and their needs...
1) believe in people and communicate this belief 2) are visible and accessible 3) experience delight when others act purposefully, that is, with authority and power
reflect astute politics as managers and leaders...
1) clarify what they want and what they can get 2) assess the distribution of power and interests 3) build linkages and relationships with key stakeholders
all, the while...
…seeking to persuade, first; …engaging in negotiations, second; …using coercion, only if necessary.
demonstrate culture building, as managers and leaders use symbols...
1) to attract the attention of others 2) to frame experience so others can interpret it 3) to communicate a compelling vision 4) to tell meaningful stories that motivate
thereby producing...
…a synergy of cooperative effort (Barnard, 1938) through normative compliance (Etzioni, 1975)
in the service of...
…organizational purpose (Barnard, 1938) …and the ethics of both the leader and the led (Aristotle, 1958; Barnard, 1938; Chaleff, 1995; DuPree, 1992, Kelley, 1988)
This module has focused on...
scenario building
…and how managers and leaders use their minds and spirit to foster successful organizational change efforts.
The next module will focus on...
improving leadership practice
...and how successful managers and leaders integrate reflective practice, conceptual pluralism, and ethical decision making in practice episodes.
References
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The functions of the executive
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Reframing organizations: Artistry, choice and leadership
(2 nd San Francisco: Jossey-Bass.
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The courageous follower: Standing up to and for our leaders
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