The Four Frame Model

7/28/2019 The Four Frame Model

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The Four-Frame ModelBy

Bolman & Deal


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Reframing Organizations

Lee G. Bolman &

Terrence E. Deal


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Frames

Lensesfocus, filter some

things and allow others topass through, help us order

experience.


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Frames

Toolsstrengths and limitations.Wrong tool gets in the way; right

tool makes the job easier.

Possess a tool

but know how to

use it well.


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Structural Frame

From sociology and management science.

Emphasizes goals, specialized roles, and formal

relationships.

Structures (Organization charts) fit organizationsenvironment and technology.

Responsibilities, rules, policies, procedures.


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Structural Frame

Problems arise

when

the structure does

not fit the

situation.


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Human Resource Frame

From psychology.Organization as an extended family.

Individuals with needs, feelings, prejudices,

skills, and limitations.

Capacity to learnand capacity to defend oldattitudes and belief.


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Human

Resource

Frame

Challenge is to tailor organizations

to people

find a way forindividuals to get the job done

while feeling good about what they

are doing.


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Political Frame

Rooted in political science.Organizations as arenas, contests, or jungles.

Different interests competing for power and

resources.

Rampant conflictdifferences in needs,

perspectives, and

lifestyles.

Bargaining, negotiation,coercion, compromise,

coalitions.


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Political Resource Frame

Problems arise when power isconcentrated in the wrong places or

is too broadly dispersed. Solutions:

political skill.


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Symbolic Frame

Draws from social andcultural anthropology.

Organizations as tribes,

theaters, or carnivals.

Culturerituals,ceremonies, stories,

heroes, and myths.

Organization is theater

actors play role whileaudiences form

impressions.


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Symbolic Frame

Problems arise when actors play their partsbadly, when symbols lose their meaning, when

ceremonies and rituals lose their potency.

Rebuild the expressive orspiritual side of organizationthrough the use of symbol,myth, and magic.


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Overview of the Four-Frame Model

Frame

Structural HumanResource

Political Symbolic

MetaphorforOrganization

Factory orMachine

Family Jungle Carnival, temple,theater

CentralConcepts

Rules, roles, goals,policies,

technology,environment

Needs, skills,relationships

Power, conflict,competition,

organizationalpolitics

Culture, meaning,metaphor, ritual,

ceremony, stories,heroes

Image ofLeadership

Socialarchitecture

Empowerment Advocacy Inspiration

BasicLeadershipChallenge

Attune structureto task,technology,

environment

Alignorganizationaland human

needs

Develop agendaand power base

Create faith, beauty,meaning

Organizational Ethic

Excellence Caring Justice Faith

LeadershipContribution

Authorship Love Power Significance

Source: Bolman & Deal (1997), p. 15 & p. 344


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Choosing a Frame

Question Frame if answer is Yes Frame if answer is No

Are individualcommitment andmotivation essential tosuccess?

Human Resource, Symbolic Structural, Political

Is the technical qualityof the decisionimportant?

Structural Human Resource,Political, Symbolic

Are there high levels ofambiguity anduncertainty?

Political, Symbolic Structural, HumanResource

Are conflict and scarceresources significant?

Political, Symbolic Structural, HumanResource

Are you working fromthe bottom up?

Political Structural, HumanResource, Symbolic

Source: Bolman & Deal (1997), p. 271


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Reframing Leadership

FrameStructural Human

ResourcesPolitical Symbolic

EffectiveLeader

Analyst,architect

Catalyst,servant

Advocate,negotiator

Prophet, poet

EffectiveLeadershipProcess

Analysis,design Support,empowerment Advocacy,coalitionbuilding

Inspiration,framingexperience

IneffectiveLeader

Petty tyrant Weakling,pushover

Con artist,thug

Fanatic, fool

Ineffective

LeadershipProcess

Management

by detailand fiat

Abdication Manipulation,

fraud

Mirage, smoke &

mirrors



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Reframing Change

Frame

Structural HumanResources

Political Symbolic

Barriers toChange

Loss of clarityand stability,confusion,chaos

Anxiety,uncertainty,feelings ofincompetence,neediness

Disempowerment,conflict betweenwinners andlosers

Loss of meaningand purpose,clinging to thepast

EssentialStrategies

Communicating,realigning andrenegotiatingformal patternsand policies

Training todevelop newskills,participationandinvolvement,psychologicalsupport

Creating arenaswhere issues canbe renegotiatedand new coalitionsformed

Creatingtransition rituals:mourning thepast, celebratingthe future



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How do you see the

four frames in yourschool and/or work

environment?

The Four Frame Model

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