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Multi-Frame Thinking:


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Drawn from the work of Bolman, L. G., & Deal, T. E. (2008). Reframing Organizations: Artistry, Choice and
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Leadership. San Francisco: Jossey-Bass.

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Multi-Frame Thinking:
Bolman and Deal
Goran Carstedt, the talented executive who led the
turnaround of Volvos French division in the 1980s, got to the
heart of a challenge managers face every day: the world
simply cant be made sense of, facts cant be organised,
unless you have a metal model to begin with. That theory
does not have to be the right one, because you can alter it
along the way as information comes in. But you cant begin
to learn without some concept that gives you expectations or
hypotheses (Hampden-Turner, 1992, p. 167)
pg 10
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Multi-Frame Thinking:
Bolman and Deal
Such mental models have many lables maps, mindsets, schema, and cognative lenses, to name a few.
Following the work of Goffman, Dewey, and others, we
have chosen the label frames. In describing frames,
we deliberately mix metaphors, referring to them as
windows, maps, tools, lenses, orientations, filters,
prisms, and perspectives, because all these images
capture part of the idea we want to convey.
pg 10
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Drawn from the work of Bolman, L. G., & Deal, T. E. (2008). Reframing Organizations: Artistry, Choice and
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Leadership. San Francisco: Jossey-Bass.

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Drawn from the work of Bolman, L. G., & Deal, T. E. (2008). Reframing Organizations: Artistry, Choice and
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Leadership. San Francisco: Jossey-Bass.

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