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Introduction
The Power of Reframing
Virtues and Drawbacks of Organized Activity
The Curse of Cluelessness Strategies for Improving Organizations: The
Nardelli somehow didnt anticipate that a rushed shareholders meeting where no one but him got to say anything would produce bad press and a major rebellion by shareholders and analysts.
thought Enron was in excellent shape when he quit a few months before it collapsed
of Enrons auditor, Andersen Worldwide, said no one told him some of his partners thought the firm was at risk in approving Enrons aggressive accounting practices.
historically recent Much of societys important work is done in or by organizations, but They often produce poor service, defective or dangerous products and Too often they exploit people and communities, and damage the environment
Signs of Cluelessness
Management error produces bankruptcies of
public companies every year Most mergers fail, but companies keep on merging One study estimates 50 to 75% of American managers are incompetent Most change initiatives produce little change; some makes things worse
What is a frame?
Mental map to read and negotiate a territory
where you are and get around (a map of New York wont help in San Francisco) Frame as window: enables you to see some things, but not others Frame as tool: effectiveness depends on choosing the right tool and knowing how to use it
rapid cognition the capacity to quickly and accurately size up situations Qualities of rapid cognition:
Nonconscious (you can do it without thinking about it) Fast Holistic Results in affective judgments
Structural Frame
Roots: sociology, management science
formal relationships Central focus: alignment of structure with goals and environment
Political Frame
Roots: political science
scarce resources Central focus: getting and using power, managing conflict to get things done
Symbolic Frame
Roots: social and cultural anthropology
organizational drama
Central concepts Rules, roles, goals, policies, technology, environment Image of Leadership Social architecture
Basic leadership Align structure to task, Align organization and challenge: technology, environment human needs
Power, conflict, Culture, meaning, competition, metaphor, ritual, organizational politics ceremony, stories, heroes Advocacy Inspiration Create faith, beauty, meaning
Image of Leadership
Conclusion
Narrow thinking clueless managers
promote versatility Multiple frames enable reframing: viewing the same thing from multiple perspectives