Reframing Organizations (Bolman and Deal)

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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"

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 suggestion, proven in my past positions ( in Snr. M/ment, CEO, Director Positions) is to use phrases like 'aligning the organization to business goals', or 'aligning the organization to business strategies', and at the same time frequently use the words ' better focus' 'performance', 'performance management'. In fact, my last working position was regional director in a big and highly credible international management consultancy. I had many CEOs ask me to do an organizational audit and use that to give them suggestions. On many occasions I quickly discovered that at a full organizational level and at job level the focus wasn't correct.

One simple example, a large company which had a very bad reputation for customer service conducted a big TV/magazine campaign saying things like 'customer service & customer satisfaction like never seen before'. I searched the organization chart; not one job anywhere specifically focused on customer service! And it was not even not mentioned in even 1 job description. I asked the switchboard operator where she transferred public incoming calls which were complaints? Her answer 'I don't know where to send these calls so I transfer them to the internal services supervisor' (cleaning, transport coordination etc). I shared my discovery with the CEO, he put his face in his hands and put his head on his desk. With some further help he created a specific customer satisfaction team which reported direct to him and the 2 supervisors involved had full authority to replace faulty products the same day without question, and more. It worked and gradually the company built a new image of customer delight.
My story shows the major benefit of regularly conducting exercises to 'align the organization to business goals', or 'align the organization to business strategies'. The CEO started a compulsory annual process.

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 the complexities of organizations, we need to "reframe" our perspectives. The book outlines four frames through which an organization can be viewed. These frames offer different ways of analyzing and solving organizational problems, highlighting how one situation can be understood in multiple ways.

Why Reframing Matters

Bolman and Deal argue that by using multiple frames to understand situations, managers and leaders can develop a more holistic view of their organizations. Each frame offers unique insights and solutions, and no single frame provides a complete picture. Reframing encourages flexibility and creativity in solving organizational problems, as it helps to see things from different angles. It also promotes understanding and empathy within organizations, recognizing that people may interpret the same events or behaviors in different ways depending on their perspectives.

How you can use these 4 frames as a manager

As a manager, using the four frames from Reframing Organizations by Bolman and Deal allows you to approach organizational challenges from multiple angles. This comprehensive approach helps in making better decisions, managing change, resolving conflicts, and motivating your team effectively. Here’s how you can apply each frame in your role as a manager, along with a practical example for each.

1. The Structural Frame
How to use it:
The structural frame helps managers focus on creating clear roles, processes, and systems that align with organizational goals. It’s useful when you need to design efficient workflows, establish clear reporting lines, or ensure that resources are allocated optimally.

Example:
Let’s say you're managing a team that is experiencing confusion over responsibilities, resulting in duplicated work and missed deadlines. Using the structural frame, you would review and clarify the team's roles and responsibilities. You might create detailed job descriptions, revise workflows, and ensure that everyone knows who is responsible for what tasks. This reorganization helps the team function more efficiently and reduce misunderstandings.

2. The Human Resource Frame
How to use it:
The human resource frame focuses on the people within the organization. As a manager, this frame helps you recognize the importance of employee needs, motivation, and well-being. You can use it to foster a supportive culture, ensure employees feel valued, and create opportunities for development.

Example:
Suppose your team is feeling demotivated and disengaged after a period of heavy workload. Using the human resource frame, you would prioritize checking in with employees, understanding their individual challenges, and providing support. You might organize one-on-one meetings to listen to their concerns, offer opportunities for professional development, or adjust workloads to avoid burnout. You could also introduce team-building activities to boost morale and re-engage your team.

3. The Political Frame
How to use it:
The political frame recognizes that power, influence, and competing interests are always at play in organizations. As a manager, you can use this frame to navigate internal politics, build coalitions, and manage conflicts effectively.

Example:
Imagine you're part of a leadership team tasked with making a difficult decision, such as reallocating resources between departments. You might encounter resistance from some department heads who feel their resources are being unfairly reduced. By using the political frame, you can approach the situation by understanding the interests and power dynamics involved. You might engage in negotiations, form alliances with key stakeholders, and find a compromise that balances competing interests. You also communicate transparently, acknowledging the challenges and working with others to build consensus.

4. The Symbolic Frame
How to use it:
The symbolic frame emphasizes the role of culture, symbols, and meaning in motivating employees and shaping the organization's identity. As a manager, you can use this frame to create a vision, reinforce values, and inspire your team through stories, rituals, and shared experiences.

Example:
Imagine your organization is going through a major transformation, like shifting to a new strategic direction or undergoing a merger. Using the symbolic frame, you can help your team connect with the change on a deeper level by framing it as a new opportunity for growth and innovation. You might organize a town hall meeting where leaders share stories of success and challenges related to the change. You could also highlight symbols of the organization's values—such as the company’s commitment to collaboration or customer service—and incorporate them into your team's daily work. This helps to make the change feel meaningful and fosters a sense of purpose among your employees.