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Reframing in Action

Opportunities and Perils

Cullen Fridley

on 24 April 2010

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Transcript of Reframing in Action

Ch. 16 Reframing in Action
Opportunities and Perils

Amanda Dickerson
Cullen Fridley
Mantra Henderson
Shannon Lamb
Alvin Webb, Jr.

Reframing in Action – Opportunities and Perils Cindy Marshall: new manager with a big challenge
Structural Scenario
Human Resource Scenario
Political Scenario
Symbolic Scenario
The Power and Risks of Reframing
Reframing for Newcomers and Outsiders
Cindy Marshall
New Manager with big challenge
* high risk dilemma: looking weak vs. acting impetuously

Each frame suggests distinct possibilities
*reframing as tool for generating options

Scenarios: story-lines for generating options for action
*each frame can be effective or not, depending on skill and insight of individual

Structural Scenario "... the structural scenario can be used to generate a variety of responses."

Clarify goals

Attend to relationships between structure and environment

Design and implement structure to fit circumstances

Focus on task, facts, logic, not personality or emotion

Human Resource Scenario " Administrators who are authoritarian or insensitive,
who don't communicate effectively, or who don't care
can never be effective leaders." People are at the heart of organization
Respond to their needs and goals, and they’ll be committed and loyal in return
Align needs of individuals and organization, serving best interests of both
Support and empower people
Show concern, listen to their aspirations
Communicate warmth and concern
Empower through participation and openness
Give people resources and autonomy they need to do their jobs
Political Scenario Recognize political reality, deal with conflict
*Scarce resources produce conflict over who gets what
Know the players (individuals and interest groups) and what they want
*Build ties to key players and group leaders
Build a power base and use power carefully
*Overplaying your hand makes you weaker
Create arenas for negotiation and compromise
Look for and emphasize common interests to unify your group
*Rally troops against outside enemies

"Sophisticated political leaders prefer to avoid naked
demonstrations of power, looking instead for ways to
appeal to the self-interest of potential adversaries."
Symbolic Scenario

"Symbols work only when they are
attuned to people and place"
Most important part of leader's job is inspiration

Be passionate about making organization the best of its kind, communicate your passion

Study and use organizational culture

Articulate a persuasive, exciting vision Benefits and Risks of Reframing

Frames can be used as scenarios or scripts
to generate options and guide action
*By choosing a new script, we can act in
new ways and create new possibilities
*Choose the role and drama that works for
Each frame has distinctive advantages and risks Risks of Reframing Structural "...risks ignoring everything that falls outside the
rational scope of tasks, procedures, policies and
organizational charts."

"may overestimate the power of authority and underestimate the authority of power." Risks of Reframing Human Resource "...may be overly optimistic about integrating
individual and organizational needs while neglecting
structure and stubborn realities of conflict and scarcity." Risks of Reframing (continued) Political "...may sacrifice the opportunities for rational
discourse, collaboration and hope."

Becomes cynical, seen as amoral, scheming and selfish Risks of Reframing (continued) Symbolic Concepts are elusive

Effectiveness dependent on user's art and skill

"Symbols may be employed as fluff, camouflage,

Awkward use of symbols may produce embarrassment,
ridicule Reframing for beginners
Use of only one or two frames often leads to entrapment:
inability to generate effective options in tough situations

Conclusion Managers can use the frames as scenarios, or scripts,
to generate alternative approaches to challenging circumstances

Reframing is a complex skill that takes time and persistence to develop "...blinded by romantic view of human nature." (continued)
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