Assignment # 1 – We’ve explored many ideas on organizational change. Which idea resonated with you the most? Why?
Assignment # 2 – One of the four skills Bolman identified as needed for the manager as politicians is bargaining and negotiating, which includes:
Separate people from the problem
Focus on interests
Invent options for mutual gain
Insist on objective criteria
William Ury, negotiation expert and founder of Harvard’s Program on Negotiation, offers some insights on how to negotiate effectively in the video below.
What did you appreciate about his strategy for dealing with conflict?
Thinking back on the previous conflict, what would be the third side?
How can you implement this strategy at work? How about your personal life?
Assignment # 3 – I have attached the article on Teaching smart people How to learn
Read the article and click on the video first, then answer the questions below. Watch the YouTube video Single and Double Loop learning – https://www.youtube.com/watch?v=ywh-v_bBsOc&feature=youtu.be
1. The author provides several examples of defensive reasoning and organizational defensive routines. What are some recent examples you can point to? Explain.
2, Argyris argues that performance evaluations are tailor-made to push professionals into the doom loop. What does he mean by this? How are performance evaluations not teaching smart people how to learn, according to his argument?
3. At the end of the article, Tsoukas argues that “Argyris invites knowledge workers to undertake a primarily moral, not just technical, task.” What is his rationale for making this claim?
Assignment # 4 – In Chapter, 16th of Bolman text, Reframing in Action – Opportunities and Perils, we looked at various scenarios of how we can integrate framing in a case study: See attachment Chapter 16th
Cindy Marshall: new manager with a big challenge
Structural Scenario
Human Resource Scenario
Political Scenario
Symbolic Scenario
In the Cindy Marshall case study:
A new manager with a big challenge
High-risk dilemma: looking weak vs. acting impetuously
Each frame suggests distinct possibilities
Reframing is a 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
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
People are at the heart of the organization
Respond to their needs and goals, and they’ll be committed and loyal in return
Align the 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
Know the players (individuals and interest groups) and what they want
Build a power base and use power carefully
Create arenas for negotiation and compromise
Look for and emphasize common interests to unify your group
Symbolic Scenario
A most important part of a leader’s job is an inspiration
Give people something to believe in
People get excited about a special place with a unique identity where their work is important
Be passionate about making the organization the best of its kind, communicate your passion
Use dramatic, visible symbols to involve people, communicate the mission
Be visible, energetic
Create slogans, hold rallies and celebrations, give awards, manage by walking around
Study and use organizational culture
Use heroes, stories, traditions as a base for build cohesive, meaningful culture
Articulate a persuasive, exciting vision
1. If you were in her shoes, which scenario are you most likely to implement? Which scenario do you wish you could more easily implement?
2. What are the strengths and weaknesses of each approach?
Assignment # 6 – 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 you Each frame has distinctive advantages and risks (see below) Frame Risks
Frame
Risks
Structural
Ignore non-rational elements: irrational neglect of human, political and cultural elements
Over-rely on authority and under rely on alternative sources of power
Human Resource
Blinded by a romantic view of human nature
Too optimistic about trust and win-win in high-conflict/high-scarcity situations
Frame
Risks
Political
Becomes cynical, self-fulfilling prophecy that intensifies conflict misses opportunities for rationality and collaboration
You may be seen as amoral, scheming, selfish
Symbolic Concepts are elusive
Effectiveness heavily dependent on user’s art and skill
Symbols may be employed as fluff, camouflage, manipulation
Awkward use of symbols may produce embarrassment, ridicule Reframing for
Newcomers and Outsiders
Use of only one or two frames often leads to entrapment: inability to generate effective options in tough situations
Risk is even higher for newcomers and outsiders (including members of groups that have historically been excluded)
Newcomers and outsiders are less likely to get a second chance or the benefit of the doubt when they make mistakes
1. Referring to the dominant leadership orientation you identified on day one, how relevant are the risks identified above? What’s missing?
2. As you saw on the first day of class, most students tend to use a human resource or structural frame. What would be the benefit of having more public service leaders become more competent in using the symbolic and political frame?
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