Reframing Organizations: Artistry, Choice, and Leadership

AN ELEGANT FRAMEWORK FOR MORE EFFECTIVE LEADERSHIP

Bolman and Deal′s four–frame model has been transforming business leadership for over 40 years. Using a multidisciplinary approach to management, this deceptively simple model offers a powerful set of tools for navigating complexity and turbulence; as the political and economic climate continues to evolve, this model has never been more relevant than today.

The Structural Frame explores the convergence of organizational structure and function, and shows why social architecture must take environment into account. Case studies illustrate successful alignment in diverse organizations, and guidelines provide strategic insight for avoiding common pathologies and achieving the right fit.

The Human Resource Frame dissects the complex dynamics at the intersection of people and organizations. Leadership is the difference between motivation and alienation, and this discussion explores the practices and assumptions to build high–performance organizations.

The Political Frame shows how competition, conflict, and the struggle for power and resources can be either a tool for growth or a toxic landmine for an individual or organization. Case studies show how both constructive and destructive practices influence social, political, and economic trends beyond the boardroom walls.

The Symbolic Frame defines organizational culture, and provides insight on bringing a diverse group of individuals together into a cohesive team. From organizational structures and processes to everyday humor and language, the power of symbol and culture can be leveraged as a tool for achievement.

This new Sixth Edition has been updated with new information on cross–sector collaboration, generational differences, virtual leadership, globalization, cross–culture communication, and more, with an expanded Instructor′s Guide that includes summaries, mini–assessments, videos, and extra resources.

Preface ix

Acknowledgments xv

PART ONE Making Sense of Organizations 1

1 Introduction: The Power of Reframing 3

2 Simple Ideas, Complex Organizations 25

PART TWO The Structural Frame 43

3 Getting Organized 45

4 Structure and Restructuring 71

5 Organizing Groups and Teams 93

PART THREE The Human Resource Frame 113

6 People and Organizations 115

7 Improving Human Resource Management 135

8 Interpersonal and Group Dynamics 157

PART FOUR The Political Frame 179

9 Power, Conflict, and Coalition 181

10 The Manager as Politician 201

11 Organizations as Political Arenas and Political Agents 217

PART F I V E The Symbolic Frame 235

12 Organizational Symbols and Culture 239

13 Culture in Action 265

14 Organization as Theater 279

PART S I X Improving Leadership Practice 295

15 Integrating Frames for Effective Practice 297

16 Reframing in Action: Opportunities and Perils 313

17 Reframing Leadership 325

18 Reframing Change in Organizations 359

19 Reframing Ethics and Spirit 385

20 Bringing It All Together: Change and Leadership in Action 399

Epilogue: Artistry, Choice, and Leadership 419

Appendix: The Best of Organizational Studies 423

Bibliography 427

The Authors 467

Name Index 469

Subject Index 481

LEE G. BOLMAN is the Marion Bloch/Missouri Chair in Leadership at the Bloch School of Business and Public Administration at the University of Missouri Kansas City. Widely published on the intersection of leadership and organizations, Bolman is a sought–after consultant for corporations, public agencies, and educational institutions in the United States and around the world.

TERRENCE E. DEAL retired as the Irving R. Melbo Clinical Professor of the University of Southern California′s Rossier School of Education. Having served on the faculty of some of the top U.S. universities, his research into organizations, symbolism, and change informs his work as a consultant to business, health care, military, educational, and religious organizations across the globe.