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Frames Analysis
Structural Frame
One of the main issues impeding the efficiency and preventing successful teamwork in this situation was uncertainty with the structural design of this project team. I was more familiar (and comfortable) with a rigid chain of command structure. My belief that we should be precisely executing the stated orders of our Navy leadership created obstacles for the other team members. Other more academically inclined team members were less oriented toward this centralized structure and therefore did not comprehend my opposition to their content ideas.
As soon as it became apparent that there were significant differences with the team’s structural identity, one course of action would have been to begin by defining the team’s contextual variables. Bolman and Deal caution that within small groups or teams, when situations become confusing or time constrained, it is difficult for groups to make quick decisions without clear centralized authority or unambiguous policy (Bolman & Deal, 2013).
Rules and Roles
Since there were ideological differences among team members as to the exact structure of this project team, my refusal to listen to other views allowed for rapid escalation of the conflict. Setting up the contextual variables at the beginning of project work by determining 1) who was in charge; and 2) how the team would make decisions, would have likely alleviated any confusion with the team’s structure.
Goals
Again, divergent views of the mission and goal of the project as a result of alternative interpretations of the team structure led to confusion. My stubbornness in believing that the primary goal was to promote Navy’s environmental stewardship and unwillingness to consider any other altern...
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...ult to provide any deeper meaning with some of the key concepts of the symbolic frame in the context of the situation as it was presented.
If I had the opportunity to re-live my situation utilizing the four frames analysis knowledge as a guide, I would most certianly clarify the structure of our team at the very start of the project. If that structure was a rigid chain of command, or a loosely devised informal team, or something in between it would not matter. What would be most important is that every team member would know what that structure was, what each team members role was, and what were the teams overall goals, required actions, individual skills, and leadership structure.
Works Cited
Bolman, L. D., & Deal, T. E. (2013). Reframing Organizations: Artistry,Choice, & Leadership (5th ed.). San Francisco, California, United States of America: Jossey-Bass.
Many organizations began as a singular vision of an individual. Someone identifies a market deficiency, impassioned purpose, or perhaps a new technology. Whatever that catalyst has been, these individuals decide to devote their efforts to the idea and create a company or organization that seeks to work towards this vision. However, what occurs when the founding individual steps away and the organization remains? This is the question explored in a case study created by Terri Patkin entitled, “Discord at the Music School” (Patkin, 2007). In this study, the protagonist, Carole, becomes the new director of the Bow-strings Music School, replacing the revered founder, Wendy. This story chronicles Carole’s experiences of frustration and ineffectiveness
A. The Human Resources Framework The human resources framework is one of the four framework approaches identified by Bolman & Deal; this frame regards people’s skills, attitudes, energy, and commitment. The human resource frame defends the ideas that organizations can be stimulating, rewarding, and productive (Bolman, & Deal, 1991). The human resources framework focuses on leadership styles of support, advocate and empowerment, and provides efficient and transformative change for your organization by addressing human issues, leading to greater accomplishment of goals and better individual, team, and organizational performance. The leaders increase participation, support, share information, and transfer decision making down to employees in the
Bolman, L. G., & Deal, T. E. (2008). Reframing organizations: Artistry, choice, and leadership (4th ed.). San Francisco, CA: Jossey-Bass.
Tuckman (1965) describes four stages of team development, these being; Forming, Storming, Norming & Performing. The team began to form before I even arrived, as the existing team were aware of my imminent arrival, and most knew me or knew of me. As Tuckman (1965) wrote, team members often display excitement, fear and anxiety, and this was apparent in that some felt that I was a “new broom” brought in to clear out the dead wood, and others were excited at the prospect of change.
to access problems that may arise and collectively problem solve for solutions (Ross, 2008). Ross (2008) outlines the importance of these team to be able to work together with mutual respect, understanding and maintain balance for the initial implementation phase to be
Yukl, G. (2002). Leadership in organizations. Upper Saddle River, NJ: Prentice Hall. p. 1-19. Retrieved from http://www.blackdiamond.dk/HDO/Organisation_Gary_Yukl_Leadership_in_Organizations.pdf
...oints to develop holistic picture. The four frames outlined in Reframing Organizations by Bolman and Deal, include: structural, human resources, political, and symbolic frames. Each frame provides advantages, but also comes with certain weaknesses (Bolman and Deal, 2013). It takes multi-frame thinking to understand the full picture of the situation. Using a wide angle lens that includes all four of the frames to evaluate situations is the way to promote good leadership skills. Single frame leaders will fail, but good leaders will take multiple looks at the situation to find the best frame to apply.
As the processes and systems used in business have become more complex, teams, not individuals, have become popular in many organizations. Teams are made up of individuals from an organization brought together to solve a problem, improve a process or implement a new process. “A major advantage that a team has over an individual is its diversity of resources and ideas” (Burns, 1995, p. 52). However, this diversity can cause conflict within the team. The success of the team is strongly influenced by the team’s ability to recognize the causes of, manage and resolve conflict.
A group can only be called a team if the members are actively working together toward a common goal. A team must have the capability to set goals, make decisions, solve problems, and share responsibilities. For a team to be successful, trust must be earned between its members by being consistent and reliable (Temme & Katzel, 2005). When more than one person is working on a particular task, inconsistent views or opinions commonly arise. People come from different backgrounds and live through different life experiences therefore, even when working towards a common goal, they will not always see eye to eye. Major conflict that is not dealt with can devastate a team or organization (Make Conflict Work, 2008). In some situations, conflict can be more constructive than destructive. Recognizing the difference between conflict that is constructive to the team and conflict that is destructive to the team is important. Trying to prevent the conflict is not always the best way to manage conflict when working within a team setting. Understanding conflict, what causes it, and how to resolve conflict effectively, should consume full concentration.
The human resource frame promotes the concept of an organization being “…like an extended family complete with needs, feelings, prejudices, skills, and limitations” (Bolman & Deal, 2013).” The human resource frame insists compassion, support and empowerment from leaders. A way I would incorporate that into my leadership practice is by being empathetic and showing compassion. Effective leaders will incorporate an environment where their team is respected, safe, appreciated and valued. A leader who embraces supporting team members needs and encourages these needs to have a place in leadership constitutes the existence of the human resource frame and its relevance as an integral part of the success of an organization. This frame regards people's skills, attitudes, and commitment. It champions idea that organizations
...., & Deal, T. 2008). Reframing organizations: Artistry, choice, and leadership San Francisco, CA: Jossey-Bass. ISBN: 9780787987985
The context of the team is about the organizational environment in which each team and its member work. To understand the context, and how it can be an influence to team performance, the team should know and able to answer the following questions: (1) “is effective teamwork critical
PRIMIS MNO 6202: Managing Organizations. 2007. The 'Secondary' of the ' Reprint of the book. McGraw-Hill Education, 2013.
Jones, G. R. (2010). Organizational theory, design, and change. 6th Ed. Upper Saddle River, NJ: Prentice Hall
We believe this was the moment our group began to transition into the Norming Stage. During this part of the assignment it was crucial for us to communicate effectively in order to ensure that everyone had an understanding of what was required from each perspective. Thus, once we began the research, everyone did a great job of keeping the group goal in mind by finding sources that could be used for every perspective. Additionally, each member kept their personal goals in mind and submitted the required research to our shared document at the agreed upon time. This was a perfect example of how we dealt with a group dialectic. Another dialectic arose when it came time to finalizing who would present each perspective. Some of the group members did not want certain perspectives because they did not have as much knowledge in that subject area as other members did. Furthermore, some group members did not want a certain perspective because their personal opinion might have had an effect on the assignment. In the end, we were able to balance the heterogeneous and homogeneous characteristics of our group members by asking questions, having trust and exhibiting strong communication