Fallout 76 senior executive hiring exam

Analytical Framework 7

Analytical Framework: You are to type responses to the prompts in an analytical framework outlined below using your own words (unless it is a definition). If there is more than one reading, please respond to the prompts for all readings. No untyped or late analytical frameworks will be accepted. Analytical Framework components include: Main concepts and research findings (6 points) and Application to your organization (4 points).

Both Reading are required.

Chapter 8 (Page#165) in the textbook in the attachment. and the other article only. nothing more.

Learning Outcomes

Students will understand group dynamics in regard to organizational behavior (Group Development: Understands the process of group development; Organizational Behavior: Understands organizational behavior).
Students will understand the role of dysfunctional teams in regard to organizational behavior (Organizational Behavior: Understands organizational behavior; Group Development: Understands the process of group development).
Students will analyze dysfunctions of a team to better explain dysfunctional teams (Analysis: Analyzes examine information for more thorough understanding).
Students will understand strategies to appropriately and effectively interact with others in a group (Appropriate Interaction: Understands how to interact with others appropriately).
Students will analyze a case to understand group dynamics and apply effective strategies for working in groups (Analysis: Analyzes information for more thorough understanding; Group Development: Understands the process of group development).
Students will understand the influence of group thinking in regard to organizational behavior (Group Development: Understands the process of group development; Organizational Behavior: Understands how to apply concepts of organizational behavior).
Students will analyze a case to understand group thinking (Analysis: Analyzes information for more thorough understanding; Group Development: Understands the process of group development).

The Classic Leadership Resource Now In Its 4th Edition!

FIRST PUBLISHED IN 1984, Lee Bolman and Terrence Deal’s best-selling book has become a classic in the fi eld. Its four-

frame model examines organizations as factories, families, jungles, and theaters or temples:

• The Structural Frame: how to organize and structure groups and teams to get results

• The Human Resource Frame: how to tailor organizations to satisfy human needs, improve human resource

management, and build positive interpersonal and group dynamics

• The Political Frame: how to cope with power and confl ict, build coalitions, hone political skills, and deal with

internal and external politics

• The Symbolic Frame: 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

This new edition contains a wealth of new examples from both the private and the nonprofi t sectors. In addition, the book

offers updated content and expanded discussions of self-managing teams, dramaturgical and institutional theory, change

theory, the “blink” process, “black swans,” and gay rights. There is an Instructor’s Guide available online.

The Authors

Lee G. Bolman holds the Marion Bloch Missouri Chair in Leadership

at the Bloch School of Business and Public Administration at the

University of Missouri–Kansas City. He consults worldwide to

corporations, public agencies, universities, and schools. He lives in

Kansas City, Missouri.

Terrence E. Deal is the retired Irving R. Melbo Clinical Professor at the

University of Southern California’s Rossier School of Education. He now

writes and makes wine in San Luis Obispo, California. He is the coauthor

of sixteen books, including the best-selling Corporate Cultures (with

A. A. Kennedy, 1982) and Managing the Hidden Organization (with W. A.

Jenkins, 1994). He lives in San Luis Obispo, California.

Reframing Organizations

R efra

m in

g O

rg a

n iza

tio n

s

Fourth Edition

LEE G. BOLMAN

TERRENCE E. DEAL Best-sel l ing authors of LEADING WITH SOUL

B O

LM A

N D

E A

L

Artistry, Choice, and Leadership Artistry, Choice, and Leadership

Fourth Edition

www.josseybass.com

MANAGEMENT/LEADERSHIP

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F O U RT H E D I T I O N

Reframing Organizations

Artistry, Choice, and Leadership

Lee G. Bolman • Terrence E. Deal

ffirs.indd iffirs.indd i 7/1/08 3:30:11 PM7/1/08 3:30:11 PM

Copyright © 2008 by John Wiley & Sons, Inc. All rights reserved.

Published by Jossey-Bass A Wiley Imprint 989 Market Street, San Francisco, CA 94103-1741—www.josseybass.com

No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permit- ted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, 978-750-8400, fax 978-646- 8600, or on the Web at www.copyright.com. Requests to the publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, 201-748- 6011, fax 201-748-6008, or online at www.wiley.com/go/permissions.

Credits are on page 528.

Readers should be aware that Internet Web sites offered as citations and/or sources for further information may have changed or disappeared between the time this was written and when it is read.

Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with respect to the accuracy or com- pleteness of the contents of this book and specifi cally disclaim any implied warranties of merchantability or fi tness for a particular purpose. No warranty may be created or extended by sales representatives or written sales materials. The advice and strategies contained herein may not be suitable for your situation. You should consult with a professional where appropriate. Neither the publisher nor author shall be liable for any loss of profi t or any other commercial damages, including but not limited to special, incidental, consequential, or other damages.

Jossey-Bass books and products are available through most bookstores. To contact Jossey-Bass directly call our Customer Care Department within the U.S. at 800-956-7739, outside the U.S. at 317-572-3986, or fax 317-572-4002.

Jossey-Bass also publishes its books in a variety of electronic formats. Some content that appears in print may not be available in electronic books.

Library of Congress Cataloging-in-Publication Data

Bolman, Lee G. Reframing organizations : artistry, choice, and leadership / Lee G. Bolman, Terrence E. Deal.—4th ed. p. cm.—(The Jossey-Bass business & management series) Includes bibliographical references and index. ISBN 978-0-7879-8798-5 (cloth) ISBN 978-0-7879-8799-2 (pbk.) 1. Management. 2. Organizational behavior. 3. Leadership. I. Deal, Terrence E. II. Title. HD31.B6135 2008 658.4'063—dc22

2008022738

Printed in the United States of America fourth edition HB Printing 10 9 8 7 6 5 4 3 2 1 PB Printing 10 9 8 7 6 5 4 3 2 1

ffirs.indd iiffirs.indd ii 7/1/08 3:30:13 PM7/1/08 3:30:13 PM

http://www.josseybass.com
http://www.wiley.com/go/permissions
The Jossey-Bass Business & Management Series

ffirs.indd iiiffirs.indd iii 7/1/08 3:30:13 PM7/1/08 3:30:13 PM

An updated online Instructor’s Guide with test bank

is available at www.wiley.com/college/bolman

Available in spring 2009: New with this fourth edition of Reframing Organizations

is an online assessment program that runs in Blackboard, WebCT, and Vista. Each

chapter includes 15–20 multiple choice, true/false, matching, and essay questions

designed to assess understanding of the key concepts presented in the text. Multiple

choice, matching, and true/false questions will include detailed feedback for incor-

rect answers, and students will also be provided references to the text for incorrect

answers. Please consult your sales representative for further details.

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v

C O N T E N T S

Preface vii

PART ONE Making Sense of Organizations

ONE Introduction: The Power of Reframing 3

TWO Simple Ideas, Complex Organizations 23

PART TWO The Structural Frame

THREE Getting Organized 45

FOUR Structure and Restructuring 71

FIVE Organizing Groups and Teams 99

PA R T T H R E E The Human Resource Frame

SIX People and Organizations 119

SEVEN Improving Human Resource Management 139

EIGHT Interpersonal and Group Dynamics 165

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Contentsvi

PA R T F O U R The Political Frame

NINE Power, Confl ict, and Coalition 191

TEN The Manager as Politician 211

ELEVEN Organizations as Political Arenas and Political Agents 229

PA R T F I V E The Symbolic Frame

TWELVE Organizational Symbols and Culture 251

THIRTEEN Culture in Action 279

FOURTEEN Organization as Theater 293

PA R T S I X Improving Leadership Practice

FIFTEEN Integrating Frames for Effective Practice 311

SIXTEEN Reframing in Action: Opportunities and Perils 327

SEVENTEEN Reframing Leadership 341

EIGHTEEN Reframing Change in Organizations: Training, Realigning, Negotiating, and Grieving 373

NINETEEN Reframing Ethics and Spirit 397

TWENTY Bringing It All Together: Change and Leadership in Action 411

TWENTY-ONE Epilogue: Artistry, Choice, and Leadership 435

Appendix: The Best of Organizational Studies: Scholars’ Hits

and Popular Best-Sellers 439

References 445

The Authors 481

Name Index 483

Subject Index 494

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vii

P R E F A C E

This is the fi fth release of a work that began in 1984 as Modern Approaches to Understanding and Managing Organizations. We ’ re grateful to readers around the world who have told us the

book gave them ideas that make a difference — at work and else-

where in their lives.

It is time for an update, and we ’ re gratifi ed to be back by popular demand. Like

everything else, organizations and their leadership challenges have been chang-

ing rapidly in recent years, and scholars have been running hard to keep up. This

edition tries to capture the current frontiers of both knowledge and art.

The four - frame model, with its view of organizations as factories, families,

jungles, and temples, remains the book ’ s conceptual heart. But much else has

changed. We have updated our case examples extensively to keep up with the lat-

est developments in managerial practice. We have updated a feature we inaugu-

rated in the third edition, “ greatest hits in organization studies. ” These features

offer pithy summaries of key ideas from the some of the most infl uential works

in the scholarly literature (as indicated by a citation analysis, described in the

Appendix at the end of the book). As a counterpoint to the scholarly works, we

have also added occasional summaries of recent management best - sellers.

Life in organizations has also produced many new examples, and there is new

material throughout the book. At the same time, we worked zealously to mini-

mize bloat by tracking down and expunging every redundant sentence, mar-

ginal concept, or extraneous example. We are proud that, despite new material in

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viii

every chapter, this edition is actually a bit shorter than the last one. At the same

time, we ’ ve tried to keep it fun. Collective life is an endless source of examples

as entertaining as they are instructive, and we ’ ve sprinkled them throughout the

text. We apologize to anyone who fi nds that an old favorite fell to the cutting -

room fl oor, but we think most readers will fi nd the book an even clearer and

more effi cient read.

As always, our primary audience is managers and future leaders. We have

tried to answer the question, What do we know about organizations and lead-

ership that is genuinely relevant and useful to practitioners? We have worked

to present a large, complex body of theory, research, and practice as clearly and

simply as possible. We tried to avoid watering it down or presenting simplistic

views of how to solve managerial problems. Our goal is to offer not solutions but

powerful and provocative ways of thinking about opportunities and pitfalls.

We continue to focus on both management and leadership. Leading and man-

aging are different, but they ’ re equally important. If an organization is overman-

aged but underled, it eventually loses any sense of spirit or purpose. A poorly

managed organization with a strong, charismatic leader may soar briefl y — only

to crash shortly thereafter. Malpractice can be as damaging and unethical for

managers and leaders as for physicians. Myopic managers or overzealous lead-

ers usually harm more than just themselves. The challenges of modern organiza-

tions require the objective perspective of managers as well as the brilliant fl ashes

of vision that wise leadership provides. We need more people in managerial roles

who can fi nd simplicity and order amid organizational confusion and chaos.

We need versatile and fl exible leaders who are artists as well as analysts, who can

reframe experience to discover new issues and possibilities. We need managers

who love their work, their organizations, and the people whose lives they affect.

We need leaders and managers who appreciate management as a moral and ethi-

cal undertaking. We need leaders who combine hard - headed realism with pas-

sionate commitment to larger values and purposes. We hope to encourage and

nurture such qualities and possibilities.

As in the past, we have tried to produce a clear and readable synthesis and

integration of the fi eld ’ s major theoretical traditions. We concentrate mainly on

organization theory ’ s implications for practice. We draw on examples from every

sector and around the globe. Historically, organization studies have been divided

into several intellectual camps, often isolated from one another. Works that seek

Preface

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ix

to give a comprehensive overview of organization theory and research often

drown in social science jargon and abstraction and have little to say to practitio-

ners. We try to fi nd a balance between misleading oversimplifi cation and mind -

boggling complexity.

The bulk of work in organization theory has focused almost exclusively on

either the private or the public sector, but not both. We think this is a mistake.

Managers need to understand similarities and differences among all types of

organizations. The public and private sectors increasingly interpenetrate one

another. Public administrators who regulate airlines, nuclear power plants, or

pharmaceutical companies face the problem of “ indirect management ” every day.

They struggle to infl uence the behavior of organizations over which they have

very limited authority. Private fi rms need to manage relationships with multiple

levels of government. The situation is even more complicated for managers in

multinational companies coping with the subtleties of governments with very

different systems and traditions. Across sectors and cultures, managers often har-

bor narrow, stereotypic conceptions of one another that impede effectiveness on

both sides. We need common ground and a shared understanding that can help

strengthen public and private organizations in the United States and throughout

the world. The dialogue between public and private, domestic and multinational

organizations has become increasingly important. Because of their generic appli-

cation, the frames offer an ecumenical language for the exchange. Our work with

a variety of organizations around the world has continually reinforced our con-

fi dence that the frames are relevant everywhere. Political issues, for example, are

universally important, even though the specifi cs vary greatly from one country

or culture to another.

The idea of reframing continues to be a central theme. Throughout the book,

we show how the same situation can be viewed in at least four ways. In Part Six ,

we include a series of chapters on reframing critical organizational issues such as

leadership, change, and ethics. Two chapters are specifi cally devoted to reframing

real - life situations.

We also continue to emphasize artistry. Overemphasizing the rational and

technical side of an organization often contributes to its decline or demise. Our

counterbalance emphasizes the importance of art in both management and

leadership. Artistry is neither exact nor precise; the artist interprets experience,

expressing it in forms that can be felt, understood, and appreciated. Art fosters

Preface

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x

emotion, subtlety, and ambiguity. An artist represents the world to give us a

deeper understanding of what is and what might be. In modern organizations,

quality, commitment, and creativity are highly valued but often hard to fi nd.

They can be developed and encouraged by leaders or managers who embrace the

expressive side of their work.

OUTLINE OF THE BOOK The fi rst part of the book, “ Making Sense of Organizations, ” tackles a perplex-

ing question about management: Why is it that smart people so often do dumb

things? Chapter One , “ The Power of Reframing, ” explains why: Managers

often misread situations. They have not learned how to use multiple lenses to

get a better sense of what they ’ re up against and what they might do. Chapter

Two , “ Simple Ideas, Complex Organizations, ” uses several famous cases (9/11,

Hurricane Katrina, and a friendly - fi re tragedy in the skies over Iraq in 1994) to

show how managers ’ everyday thinking and theories can lead to catastrophe. We

explain basic factors that make organizational life complicated, ambiguous, and

unpredictable; discuss common fallacies in managerial thinking; and spell out

criteria for more effective approaches to diagnosis and action.

Part Two , “ The Structural Frame, ” explores the key role that social architecture

plays in the functioning of organizations. Chapter Three , “ Getting Organized, ”

describes basic issues managers must consider in designing structure to fi t an

organization ’ s goals, tasks, and context. It demonstrates why organizations —

from Harvard University to McDonald ’ s — need different structures in order

to be effective in their unique environments. Chapter Four , “ Structure and

Restructuring, ” explains major structural pathologies and pitfalls. It presents

guidelines for aligning structures to situations, along with several cases illustrat-

ing successful structural change. Chapter Five , “ Organizing Groups and Teams, ”

shows that structure is a key to high - performing teams.

Part Three , “ The Human Resource Frame, ” explores the properties of both

people and organizations, and what happens when the two intersect. Chapter

Six , “ People and Organizations, ” focuses on the relationship between organiza-

tions and human nature. It shows how a manager ’ s practices and assumptions

about people can lead either to alienation and hostility or to commitment and

high motivation. It contrasts two strategies for achieving effectiveness: “ lean

and mean, ” or investing in people. Chapter Seven , “ Improving Human Resource

Preface

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xi

Management, ” is an overview of practices that build a more motivated and

committed workforce — including participative management, job enrichment,

self - managing workgroups, management of diversity, and organization develop-

ment. Chapter Eight , “ Interpersonal and Group Dynamics, ” presents an example

of interpersonal confl ict to illustrate how managers can enhance or undermine

relationships. It also discusses how group members can increase their effective-

ness by attending to group process, including informal norms and roles, inter-

personal confl ict, leadership, and decision making.

Part Four , “ The Political Frame, ” views organizations as arenas. Individuals

and groups compete to achieve their parochial interests in a world of confl ict-

ing viewpoints, scarce resources, and struggles for power. Chapter Nine , “ Power,

Confl ict, and Coalition, ” analyzes the tragic loss of the space shuttles Columbia

and Challenger, illustrating the infl uence of political dynamics in decision mak-

ing. It shows how scarcity and diversity lead to confl ict, bargaining, and games

of power; the chapter also distinguishes constructive and destructive political

dynamics. Chapter Ten , “ The Manager as Politician, ” illustrates basic skills of

the constructive politician: diagnosing political realities, setting agendas, build-

ing networks, negotiating, and making choices that are both effective and ethi-

cal. Chapter Eleven , “ Organizations as Political Arenas and Political Agents, ”

highlights organizations as both arenas for political contests and political actors

infl uencing broader social, political, and economic trends. Case examples such as

Wal - Mart and Ross Johnson explore political dynamics both inside and outside

organizations.

Part Five explores the symbolic frame. Chapter Twelve , “ Organizational

Symbols and Culture, ” spells out basic symbolic elements in organizations:

myths, heroes, metaphors, stories, humor, play, rituals, and ceremonies. It

defi nes organizational culture and shows its central role in shaping performance.

The power of symbol and culture is illustrated in cases as diverse as Harley -

Davidson, the U.S. Congress, Nordstrom department stores, the Air Force, and

an odd horse race in Italy. Chapter Thirteen , “ Culture in Action, ” uses the case of

a computer development team to show what leaders and group members can do

collectively to build a culture that bonds people in pursuit of a shared mission.

Initiation rituals, specialized language, group stories, humor and play, and cer-

emonies all combine to transform diverse individuals into a cohesive team with

purpose, spirit, and soul. Chapter Fourteen , “ Organization as Theater, ” draws on

dramaturgical and institutional theory to reveal how organizational structures,

Preface

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xii

activities, and events serve as secular dramas, expressing our fears and joys,

arousing our emotions, and kindling our spirit. It also shows how organizational

structures and processes, such as planning, evaluation, and decision making, are

often more important for what they express than for what they accomplish.

Part Six , “ Improving Leadership Practice, ” focuses on the implications of the

frames for central issues in managerial practice, including leadership, change,

and ethics. Chapter Fifteen , “ Integrating Frames for Effective Practice, ” shows

how managers can blend the frames to improve their effectiveness. It looks at

organizations as multiple realities and gives guidelines for aligning frames with

situations. Chapter Sixteen , “ Reframing in Action, ” presents four scenarios,

or scripts, derived from the frames. It applies the scenarios to the harrowing

experience of a young manager whose fi rst day in a new job turns out to be far

more challenging than she expected. The discussion illustrates how leaders can

expand their options and enhance their effectiveness by considering alternative

approaches. Chapter Seventeen , “ Reframing Leadership, ” discusses limitations in

traditional views of leadership and proposes a more comprehensive view of how

leadership works in organizations. It summarizes and critiques current knowl-

edge on the characteristics of leaders, including the relationship of leadership

and gender. It shows how frames generate distinctive images of effective leaders

as architects, servants, advocates, and prophets.

Chapter Eighteen , “ Reframing Change in Organizations, ” describes four fun-

damental issues that arise in any change effort: individual needs, structural

alignment, political confl ict, and existential loss. It uses cases of successful and

unsuccessful change to document key strategies, such as training, realigning, creat-

ing arenas, and using symbol and ceremony. Chapter Nineteen , “ Reframing Ethics

and Spirit, ” discusses four ethical mandates that emerge from the frames: excel-

lence, caring, justice, and faith. It argues that leaders can build more ethical organi-

zations through gifts of authorship, love, power, and signifi cance. Chapter Twenty ,

“ Bringing It All Together, ” is an integrative treatment of the reframing process. It

takes a troubled school administrator through a weekend of refl ection on critical

diffi culties he faces. The chapter shows how reframing can help managers move

from feeling confused and stuck to discovering a renewed sense of clarity and con-

fi dence. The Epilogue (Chapter Twenty - One ) describes strategies and characteris-

tics needed in future leaders. It explains why they will need an artistic combination

of conceptual fl exibility and commitment to core values. Efforts to prepare future

leaders have to focus as much on spiritual as on intellectual development.

Preface

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xiii

ACKNOWLEDGMENTS As we noted in our fi rst edition, “Book writing often feels like a lonely process,

even when an odd couple is doing the writing.” This odd couple keeps getting

older (both closing in on seventy)—and, some would say, even odder and more

grumpy. Yet the process seems less lonely because of our close friendship and our

contact with many other colleagues and friends. The best thing about teaching is

that you learn so much from your students. Students at Harvard, Vanderbilt, the

University of Missouri–Kansas City, and the University of Southern California

have given us invaluable criticism, challenge, and support over the years. We’re

grateful to the many readers who have responded to our invitation to write and

ask questions or share comments. Their input has made the book better in many

ways. (The invitation is still open—our contact information is in “The Authors”

section.) We wish we could personally thank all of the leaders and managers from

whose experience we have profi ted in seminars, workshops, and consultations.

Their knowledge and wisdom are the foundation and touchstone for our work.

As in the past, we owe much to our colleagues. Thanks again to all who helped

us in the prior editions; your contribution still lingers in this work. But we par-

ticularly want to mention those who have made more recent contributions.

We have learned much from collaboration with a number of teaching fellows

and graduate assistants at the University of Missouri–Kansas City; in particular,

we are very grateful for the help of Mary Yung, Hooilin Chan, Vera Stoykova,

and Zhou Yongjie. They all did an outstanding job helping us develop the cita-

tion analysis that appears in the Appendix, and Vera did excellent work on devel-

oping a test bank.

We wish we could thank all the colleagues and readers in the United States

and around the world who have offered valuable comments and suggestions, but

the list is long and our memories keep getting shorter. Elena Granell de Aldaz of

the Institute for Advanced Study of Management in Caracas collaborated with

us on developing a Spanish-language adaptation of Reframing Organizations as

well as on a more recent project that studied frame orientations among manag-

ers in Venezuela. We are proud to consider her a valued colleague and wonderful

friend. Bob Marx, of the University of Massachusetts, deserves special mention as

a charter member of the frames family. Bob’s interest in the frames, creativity in

developing teaching designs, and eye for video material have aided our thinking

and teaching immensely. Cdr. Gary Deal, USN; Maj. Kevin Reed, USAF; Dr. Peter

Minich, a transplant surgeon; and Jan and Ron Haynes of FzioMed all provided

Preface

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xiv

valuable case material. The late Peter Frost of the University of British Columbia

continues to inspire our work. Peter Vaill of the Antioch Graduate School has

been a continuing source of ideas, support, and inspiration. Kent Peterson,

University of Wisconsin at Madison, and Sharon Conley, University of California

at Santa Barbara, are continuing sources of ideas and support. A number of indi-

viduals, including many friends and colleagues at the Organizational Behavior

Teaching Conference, have given us helpful ideas and suggestions. We apolo-

gize for any omissions, but we want to thank Anke Arnaud, Carole K. Barnett,

Max Elden, Kent Fairfi eld, Olivier Hermanus, Jim Hodge, Earlene Holland, Scott

Johnson, Mark Kriger, Larry Levine, Hyoungbae Lee, Mark Maier, Magid Mazen,

Thomas P. Nydegger, Dave O’Connell, Lynda St. Clair, Susan Twombly, and Pat

Villeneuve. We only wish we had succeeded in implementing all the wonderful

ideas we received from these and other colleagues.