Wednesday, October 9, 2013 8:30am - 10am Organizational conflict will enhance their effectiveness through their ability to help themselves and their clients fully understand the complex dynamics operating in difficult organizational challenges. By allowing ourselves and our clients to consider what is going on through 4 different lenses--structural, human resource, political, symbolic---we will enhance our diagnostic abilities as well as engage more effective strategies. In essence, this workshop will help us make sense of our client's conflicts, allow for more sophisticated judgment, and develop/implement more effective action.

1. Dr. Neil Katz with Suzzette Harriott
Dept of Conflict Analysis and Resolution, Nova Southeastern University
Association of Conflict Resolution Conference, Minneapolis, 2013
Enhancing Organizational Conflict Consulting Effectiveness:
Utilizing Multiple Frames and Reframing in Action

2.  Gain knowledge of consulting strengths and vulnerabilities in
relation to dominant frames
 Acquire ability to analyze complex situations through reframing
 Develop appreciation of multi-role and multi-frame use for
managing organizational consulting challenges
 Enhance sophistication/creativity of strategic thinking and
consulting actions
Workshop Outcomes

3.  Introduction to workshop
 Survey to chart strengths & vulnerabilities
 Orientation to the four frames
 Structural
 Human resource
 Political
 Symbolic
 Use/misuse of the four frames-films, cases, role plays
 Application to YOUR Challenges
Agenda

4.  Determine cognitive and behavioral disposition toward one or
more of the frames
 Raise awareness of your strengths and opportunities for growth
 Commit to working on multi-frame competencies
 Individual and group profiles
Please complete survey…..
Survey

5.  Developed by Lee Bolman, Terrance Deal and
John Gallos
 Academic backgrounds in Public Administration,
Sociology, Education
 Based on abundant, credible research
 Developed for Leadership/Management
 Adapted for Managing Conflict and Change
Reframing Organizations

6. “The truly effective “leader” will need multiple
tools, the skills to use each of them, and the
wisdom to match frames and situations.”
~~Bolman and Deal-Bolman and Deal
Reframing Organizations

7.  A cognitive and behavioral disposition
 A mental map to read and negotiate a particular
“territory”
 Know where you are and what you need to do
 Allows you to respond automatically to
situations and events
 Windows and Lenses:
 Enables you to see certain things
 Allows for heightened focus and clarity
Frames

8.  Analyze events from multiple perspectives
 To explore “what is really going on”
 To paint a holistic picture
 Allows us to consider different options
 Enhances effectiveness of strategy/action
 Effective leadership associated with usage
of multiple frames and “principled
flexibility”
Reframing

9.  Sensemaking (C.Argyris, J. Gallos)—notice something,
decide what to do about it (interpreting), determine
what to do about it
 Reflective Practitioner (D. Schon)—think deeply before
taking action, reflect how things are going as you act,
and adjust if necessary—continuous learning and
adaptability key
 Dance Floor and Balcony Metaphor ( R. A. Heifetz)
Framing/Reframing Process

10. Use The Four Frames as a guide…..
Read The Hospital Case
What issues need to be addressed?
What are the critical first steps that the Leadership Team
should take?
Leadership in Action:
The Hospital Case

11. Four Frames Approach

12.  Metaphor: Factory or well-oiled machine
 Roots: Management Science/sociology
 Key question: What is the most helpful
design/structure to achieve goals?
 Focus: roles, reporting lines, policies,
procedures, tasks, data, measurement,
rational analysis
Structural Perspective

13.  Design important to achieve goals/objectives
 Rational thought fosters good decisions,
predictability, order and agreements
 Specialization and division of labor critical
 Control and coordination necessary
 Problems and performance gaps due to
structure
Structural Key Assumptions

14.  Function as an architect, designer, planner
 Clarify goals, roles, expectations, regulations
 Establish/reaffirm procedures & policies and lines
of responsibility/accountability
 Focus on tasks, facts, logic: not personalities or
emotions
 Design environment and implement structure to
fit circumstances and align with goals
 Strive for agreements using objective data
Structural Strategies
(to address confusion and chaos)

15.  Metaphor: Extended Family
 Roots: Social Psychology
 Key Question: How well does leadership and
organization meet human needs?
 Focus on caring, relationships, teamwork,
communication, motivation, satisfaction,
feelings, involvement, empowerment,
commitment, trust
Human Resources Perspective

16.  Work/Institutions exist to serve human needs
 A good fit benefits both: individuals find
meaning and satisfaction and leaders get the
talent and energy they need to succeed
 Investment in people demonstrated through
training, coaching, empowerment, affirmation
and rewards
 Goal of actions: high morale and commitment,
productivity
Human Resource Key Assumptions

17.  Serve as facilitator, catalyst, coach, mentor
 Recognize rapport/involvement as keys to
success
 Tend to human interactions and relationships
 Respond to needs to ensure
loyalty/commitment
 Support and empower people
 Communicate warmth and concern
 Keep communication lines open
 Listen/respect their aspirations, interests
 Give people resources, autonomy, & opportunity to
do their work and self-actualize
Human Resource Strategies

18.  Metaphor: Jungle to compete and survive
 Roots: Political Science
 Key question: How does one handle conflict and
gather/distribute resources
 Focus on:
 Building a power base through networking,
coalitions & alliances
 Getting access to and influencing key players
 Effective negotiation and bargaining
 Controlling the agenda
 Shaping how the conflict is waged
 Minimizing losses and maximizing gains
Political Perspective

19.  Individuals and interest groups have enduring
differences
 Most important decisions involve the
allocation of scarce resources – who gets what
 Scarce resources and enduring differences
ensure conflict and make power and influence
critical factors
 Goals & decisions emerge from stakeholder
negotiating, and jockeying for position
 Survival and justice key
Political Key Assumptions

20.  Serve as advocate, master negotiator
 Recognize political reality and deal with
conflict
 Know the players and build linkages to key
stakeholders and interest groups
 Build power base and use power carefully
 Create arenas for negotiation/compromise
 Rally troops against outside enemy
 Persuade first, negotiate second, coerce last
Political Strategies

21.  Metaphor: Organization as theatre/temple
 Roots: Social and cultural anthropology
 Key question:What are the shared values and
symbols and what gives hope, meaning to
people
 Focus on creating meaning, belief, and faith;
understanding role and power of culture;
utilizing ceremonies, rituals, stories and myths
to inspire
Symbolic Perspective

22.  What is most important about any event is
not what happened, but what it means
 Events have multiple meanings because
people interpret experience differently
 In the face of uncertainty and ambiguity,
people need and create anchors to resolve
confusion, provide direction, hope and
faith
Symbolic Key Assumptions

23.  Interpret experience for meaning and purpose
 Function as prophet, playwright, poet
 Articulate a persuasive, inspiring vision
 Communicate passion/ be visible & energetic
 Show people how they and their work contribute
 Study and use culture
 Use dramatic, visible symbols (stories, rituals,
artifacts) to involve and motivate people
Symbolic Strategies

24. “When the world seems hopelessly confusing
and nothing is working, reframing is a
powerful tool for gaining clarity, regaining
balance, generating new options, and
finding strategies and actions that work.”
~~L.Bolman and T. Deal
Power of Reframing

25.  Nelson Mandella
Video Clip