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Bolman and Deal 1 and 2
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Bolman & Deal Chapters 1 & 2 Reframing Organizations Ladder of Inference Ladder of Inference Some thoughts on 3 rd & 4 th editions 3 rd Edition 4 frames Table…
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Content Preview
- Bolman & Deal Chapters 1 & 2 Reframing Organizations Ladder of Inference Ladder of Inference
- Some thoughts on 3 rd & 4 th editions
- 3 rd Edition
- 4 frames
- Table of contents more detailed
- Original examples
- Cheaper!
- Conclusion at end of chapters
- Idea of reframing the central theme
- 4 th Edition
- 4 frames
- Shorter!
- New examples
- Same chapters – order different in Symbolic Frame
- Summary at end of chaper
- Updated insights
- Central theme the same
- Ladder of Inference
- Take Actions
- Adopt Beliefs
- Draw Conclusions
- Make Assumptions
- Add Meanings
- Select Data
- Observable Data & Experiences
- At your tables:
- Why do smart people do dumb things?
- Which examples from Bolman & Deal were of particular interest to you?
- What are some current examples – in your district, the state, the country – either in the educational sector or in the larger political arena?
- What’s the most recent example of where you completely misread (mis-framed) a situation?
- The Power of Reframing
- Smart people do dumb things when they misread things, or use the wrong frame
- We need to use multiple lenses if we are to understand complex problems
- Organizational life is complicated, ambiguous, and unpredictable
- Organizations need leadership AND management
- Organizational theory has implications for practice
- Overview of the 4 frames (p. 16 or 18) Structural Human Resource Political Symbolic Metaphor for Organization Factory or machine Family Jungle Carnival, temple, theatre 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 Basic Leadership Challenge Attune structure to task, technology, environment Align organizational and human needs Develop agenda and power base Create faith, beauty, meaning
- Why we need 4 frames
- Each of the frames is both powerful and coherent
- Collectively, they make it possible to reframe, viewing the same thing from multiple perspectives
- Reframing is a powerful tool for gaining clarity, generating new options, and finding strategies that work
- Educational leaders need to have the ability to frame and reframe the issues they encounter
- Reframing involves another skill: the ability to break frames
- Properties of Organizations
- Organizations are complex
- Organizations are surprising
- Organizations are deceptive
- Organizations are ambiguous
- At your tables: examine the chart on page 27 or 33: Sources of Ambiguity
- How do these elements apply to our current educational environment?
- Avoiding the common fallacies in organizational diagnosis
- Blame people
- Blame the bureaucracy
- Blame it on human nature, i.e. the “thirst for power”
- Why do we resort to these sources of blame?
- Have you had any experiences like the “Helen Demarco” scenario (p. 23 or 29) when addressing an organizational problem?
- Reframing Leadership
- Traditional “mental models” of leadership are limiting
- Effective leaders can be architects, servants, advocates, and prophets
- Learning to apply all four frames deepens the appreciation for and understanding of the organizations we lead (and apply to your case study/project)
- Bolman & Deal have synthesized organizational theory into a useful set of frames or lenses through which we can better understand the complex organizations within which we work, and the challenges we currently face
- The 4 frames will expand our “mental models” of organizations and leadership
- For next session: Read Section 2 Structural Frame (Chapters 3,4,&5) Administrators Parents Teachers CEO Director Director Director Team Team Team Team Team Team Team Director Superintendent Central Office Schools
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