� How can we do this, given that …

◦ Organisations are complex social systems

◦ Chaos theory is as useful as any other

◦ Cause and effect relationships are hard to make out

◦ Decisions are seemingly made in ‘garbage cans’

◦ Ambiguity & different ways of seeing are normal

� Introduction to the 4 frames model of Bolman and

Deal

� Discussion of each frame

� Potential change blockers

� Applying the 4 frames model to combat change

blockers

� Change strategies with the 4 frames

Bolman, L. & Deal, T. (2003). Reframing Organisations (3rd ed), Jossey-Bass.

PsychosocialPsychosocialPsychosocialPsychosocial

MetaphorMetaphorMetaphorMetaphor: familyFocusFocusFocusFocus: human needs, learning, group dynamicsThemeThemeThemeTheme: “people and organisations need each other – a good fit benefits both”

PoliticalPoliticalPoliticalPolitical

MetaphorMetaphorMetaphorMetaphor: jungleFocusFocusFocusFocus: interests, agendas, power bases, conflict, bargainingThemeThemeThemeTheme: “where you stand depends on where you sit”

SymbolicSymbolicSymbolicSymbolic

MetaphorMetaphorMetaphorMetaphor: theatre or stageFocusFocusFocusFocus: values, beliefs, symbols, cultureThemeThemeThemeTheme: “what things mean to people is more important than what happens”

StructuralStructuralStructuralStructural

MetaphorMetaphorMetaphorMetaphor: machineFocusFocusFocusFocus: roles, goals, formal relationships, processesThemeThemeThemeTheme: “if there’s a problem, restructure”

4 Frames:4 Frames:4 Frames:4 Frames:Determining what we see and Determining what we see and Determining what we see and Determining what we see and do not see in social situations do not see in social situations do not see in social situations do not see in social situations

� Uncover alternative ways of viewing the situation

� Broaden the range & quality of possible solutions

� Challenge existing mindsets

� Avoid the traps of management fads, tunnel vision &

‘one best way’ thinking

Every organisation has its own patterns of structure, from ‘stitched up’ to highly organic

� Goals, strategy, purpose� Dividing the work among individuals & teams

� Coordinating people & other resources

Buzzwords: mission statement, external environment, performance management, efficiency, effectiveness, quality control, budgets, schedules, hierarchy, teams

Organisations provide opportunities for people to satisfy some needs, while thwarting others

• Human needs

• Emotions and prejudices

• Skills and limitations

Buzzwords: Maslow’s need hierarchy, motivation,

relationships, EQ, group dynamics, competencies

Resources are limited – coalitions form around specific interests & compete for resources & advantages

• Interests, loyalties & agendas

• Sources of power & influence

• Political tactics & power building

Buzzwords: conflict, negotiation, bargaining,

authority, coercion, dominant coalition, compromise, win/lose

Organisational behaviour is propelled more by values, beliefs & rituals than by managerial authority

• Meanings and social constructions

• Stories, rituals, ceremonies & other artefacts

• Shared values

Buzzwords: culture, logos, metaphor, multiple

meanings, social glue, vision statement

Alignment problems – now or during change

◦ Forces in the external environment not well reflected in structural arrangements

◦ Investment in plant, property, technology limits flexibility

◦ Loss of goal clarity or purpose

◦ Roles are fuzzy – or gaps & overlaps impede efficiency & effectiveness

◦ Too many controls, or not enough

◦ Loss of formal or informal coordination

Concerns about ongoing need satisfaction &/or change leadership

◦ Change has less than 100% support from the top

◦ Lack of consultation and ‘buy-in’

◦ Change fatigue

◦ ‘Wait and see’ attitudes (we’ve seen it all before)

◦ New roles less satisfying

◦ Established relationships disrupted

◦ Uncertainty about the future

◦ Lack of self-confidence in ability to change

Luke warm support from the winners, resistance from the losers

◦ In any change, each person will assess themselves as a winner or a loser

◦ Disruption to agendas and interests

◦ Lack of trust in management

◦ Loss of access to power bases

◦ Personal future in the organisation under threat

Shared values that hold the organisation together are undermined

◦ Sense of loss of something worthwhile

◦ Threat to group identity

◦ Confusion over ‘what we stand for’

◦ Concerns about not meeting client needs after the change

◦ Established symbols lose their meaning

◦ Ceremonies & rituals lose their potency

◦ Grieving for the past

� The radar screen

� Assessing your client

� Exploring an issue

� Systems thinking

� Change strategies with the 4 frames

� How do they frame the issue or problem?

◦ Senior managers often favour the structural frame

◦ HR people might be more attuned to the psychosocial and symbolic frames

� What are their blindspots?

◦ What issues have they not considered?

◦ What is their default approach to explanations & solutions?

� How do they view the change process?

◦ Controlled or shaped?

◦ Planned, partially planned or evolutionary?

Performance appraisalPerformance appraisalPerformance appraisalPerformance appraisal Skills coachingSkills coachingSkills coachingSkills coaching

Structural Aligning individual performance with KPIs, team/company goals

Aligning employee skills with company needs

Psychosocial Opportunity to be rewarded for performance; career development support

Fast tracking individual learning & facilitating career progression

Political Manager asserting control &/or favouring mates; gender inequities played out

Opportunity to build power base by gaining expertise, expanding networks etc.

Symbolic Ritual for showcasing what the company stands for

Signalling to others the coachee’s importance & value

Stage of developmentStage of developmentStage of developmentStage of development Key frame to considerKey frame to considerKey frame to considerKey frame to consider

Early growth Structural & political

Mature stage Symbolic

Decline stage Psychosocial

Long established Structural & symbolic

Merger All

� Organisations are complex, interconnected systems◦ … but in ways that can be surprising

� 4 frames thinking allows us to explore the broader impacts of a particular intervention

� Try drawing a mind map and make links with factors that could be affected or implicated as a consequence of the intervention

� Look for points of resistance

Structural◦ Emphasise business reasons for change

◦ Minimise disruption to roles & work flows during change period

Psychosocial ◦ Link change & personal need satisfaction

◦ encourage participation in problem solving

Political◦ create opportunities to surface alternative views

◦ Plan discussions to avoid polarisation

◦ Emphasise higher level goals & common ground

Symbolic◦ Acknowledge & value the past

◦ create transition rituals