Reframing Organizations (Bolman and Deal)

Reframing Organizations (Bolman and Deal)
I would like to know about Framing / Reframing of organizations.
What is the model and what are advantages, disadvantages, and challenges in simple terms.

Join 12manage

It's free

Welcome to the forums of 12manage. In this discussion we exchange ideas about Reframing Organizations (Bolman and Deal).

Join 12manage

It's free

Welcome to the forums of 12manage. In this discussion we exchange ideas about Reframing Organizations (Bolman and Deal).

Comments by date▼

Comments by rating

Rating

Jaap de Jonge
Editor, Netherlands

The Four-Frame Model of Bolman and Deal
In a nutshell: Bolman & Deal described 4 distinctive "frames", lenses, filters, view points, from which people view the world and from which organizations can be seen or constructed. Here is a short explanation of each of their 4 frames:

THE STRUCTURAL FRAME: sees organizations as structures with responsibilities, rules, prelacies and procedures. Origin: sociology, management science. The main challenge is to make the structure fit to the situation.
THE HUMAN RESOURCE FRAME: sees organizations as an extended family. How to tailor organizations to satisfy human needs, improve Human Resource Management, and build positive interpersonal and group dynamics. Origin: psychology. The main challenge is to tailor the organization to people while still get he job done.
THE POLITICAL FRAME: sees organizations as arena, contests or jungles. How to cope with power and conflict, build coalitions, hone political skills, and deal with internal and external politics. Origin: political science. The main challenge is to avoid situations where the power is in the wrong hands or too broadly dispersed.
THE SYMBOLIC FRAME: sees organizations as tribes theaters or carnivals. How to shape a culture that gives purpose and meaning to work, stage organizational drama for internal and external audiences, and build team spirit through ritual, ceremony, and story. Origin: social and cultural anthropology. The main challenge is avoiding that the actors play their part badly, that symbols, ceremonies and rituals lose their meaning.

Reframing Organisational Process (Bolman & Deal)

Source: Lee G. Bolman, Terrence E. Deal (2008) "Reframing Organisations, Artistry, Choice and Leadership"

FREDDY VILLAVICENCIO
Business Consultant, Venezuela

Implementing Bolman and Deal's Four Frame approach
Once you have a model chosen you might look for a method to put in practice. Prof. Michael Porter introduced PROCESS FLOW MAPPING and it is widely used around the world. Depending on the size of the (...)

Alex Har
Business Consultant, Singapore

Reframing Organisations
The framework provides useful vocabulary to describe a company situation (situation analysis). It is not normative in nature, i.e. telling people what to do. A company can be a Jungle and choose to r (...)

Dr. Alan Williams
Professor, Thailand

I Wonder About the Words 'Reframing the Organization' Because of Past Experiences
I suggest 'reframing' doesn't have a firm/specific meaning, and it very possibly leads to concerns and even job security thoughts/panic. Why generate these thoughts without a very good reason. My sug (...)

Jaap de Jonge
Editor, Netherlands

Don't Just Claim if you are Aligning the Organization, also Take Actual Measures
@Dr. Alan Williams: Thank you for sharing this story which I found very informative and funny too. Amazing that no one ever thought of actually improving the customer service when customers complained (...)

Dr. Alan Williams
Professor, Thailand

Reframing the Organization
Yes, this situation is common. Here in Thailand 99% of companies/ business enterprises are very bad at customer service, and many such enterprises have the exact same organization structure, therefore (...)

Ivy
Teacher, Netherlands

How to Use the 4 Frames of Bolman and Deal
Reframing Organizations by Lee G. Bolman and Terrence E. Deal is a widely influential book in the field of organizational theory and management. It suggests that to effectively understand and address (...)