Reframing Organizations E-Book

Lee G. Bolman

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 957

Veröffentlichungsjahr: 2013

Beschreibung

In this fifth edition of the bestselling text in organizational theory and behavior, Bolman and Deal's update includes coverage of pressing issues such as globalization, changing workforce, multi-cultural and virtual workforces and communication, and sustainability. A full instructor support package is available including an instructor's guide, summary tip sheets for each chapter, hot links to videos & extra resources, mini-assessments for each of the frames, and podcast Q&As with Bolman & Deal.

Leseprobe

CONTENTS

Cover

Title Page

Copyright

PREFACE

ACKNOWLEDGMENTS

PART ONE: Making Sense of Organizations

chapter 1: Introduction

Virtues and Drawbacks of Organized Activity

FRAMING

CONCLUSION

chapter 2: Simple Ideas, Complex Organizations

COMMON FALLACIES IN EXPLAINING ORGANIZATIONAL PROBLEMS

PECULIARITIES OF ORGANIZATIONS

ORGANIZATIONAL LEARNING

COPING WITH AMBIGUITY AND COMPLEXITY

CONCLUSION

PART TWO: The Structural Frame

chapter 3: Getting Organized

STRUCTURAL ASSUMPTIONS

ORIGINS OF THE STRUCTURAL PERSPECTIVE

STRUCTURAL FORMS AND FUNCTIONS

BASIC STRUCTURAL TENSIONS

VERTICAL COORDINATION

LATERAL COORDINATION

DESIGNING A STRUCTURE THAT WORKS

CONCLUSION

chapter 4: Structure and Restructuring

STRUCTURAL DILEMMAS

STRUCTURAL CONFIGURATIONS

GENERIC ISSUES IN RESTRUCTURING

CONCLUSION

chapter 5: Organizing Groups and Teams

TASKS AND LINKAGES IN SMALL GROUPS

TEAMWORK AND INTERDEPENDENCE

DETERMINANTS OF SUCCESSFUL TEAMWORK

TEAM STRUCTURE AND TOP PERFORMANCE

SELF-MANAGING TEAMS: STRUCTURE OF THE FUTURE?

CONCLUSION

PART THREE: The Human Resource Frame

chapter 6: People and Organizations

HUMAN RESOURCE ASSUMPTIONS

WORK AND MOTIVATION: A BRIEF TOUR

HUMAN CAPACITY AND THE CHANGING EMPLOYMENT CONTRACT

CONCLUSION

chapter 7: Improving Human Resource Management

GETTING IT RIGHT

GETTING THERE: TRAINING AND ORGANIZATION DEVELOPMENT

CONCLUSION

chapter 8: Interpersonal and Group Dynamics

INTERPERSONAL DYNAMICS

MANAGEMENT STYLES

GROUPS AND TEAMS IN ORGANIZATIONS

CONCLUSION

PART FOUR: The Political Frame

chapter 9: Power, Conflict, and Coalition

POLITICAL ASSUMPTIONS

ORGANIZATIONS AS COALITIONS

POWER AND DECISION MAKING

CONFLICT IN ORGANIZATIONS

MORAL MAZES: THE POLITICS OF GETTING AHEAD

CONCLUSION

chapter 10: The Manager as Politician

POLITICAL SKILLS

MORALITY AND POLITICS

CONCLUSION

chapter 11: Organizations as Political Arenas and Political Agents

ORGANIZATIONS AS ARENAS

ORGANIZATIONS AS POLITICAL AGENTS

POLITICAL DYNAMICS OF ECOSYSTEMS

CONCLUSION

PART FIVE: The Symbolic Frame

chapter 12: Organizational Symbols and Culture

SYMBOLIC ASSUMPTIONS

ORGANIZATIONAL SYMBOLS

ORGANIZATIONS AS CULTURES

CONCLUSION

chapter 13: Culture in Action

THE EAGLE GROUP’S SOURCES OF SUCCESS

CONCLUSION

chapter 14: Organization as Theater

DRAMATURGICAL AND INSTITUTIONAL THEORY

ORGANIZATIONAL STRUCTURE AS THEATER

ORGANIZATIONAL PROCESS AS THEATER

CONCLUSION

PART SIX: Improving Leadership Practice

chapter 15: Integrating Frames for Effective Practice

LIFE AS MANAGERS KNOW IT

ACROSS FRAMES: ORGANIZATIONS AS MULTIPLE REALITIES

MATCHING FRAMES TO SITUATIONS

EFFECTIVE MANAGERS AND ORGANIZATIONS

MANAGERS’ FRAME PREFERENCES

CONCLUSION

chapter 16: Reframing in Action

BENEFITS AND RISKS OF REFRAMING

REFRAMING FOR NEWCOMERS AND OUTSIDERS

CONCLUSION

chapter 17: Reframing Leadership

LEADERSHIP IN ORGANIZATIONS: A BRIEF HISTORY

EVOLUTION OF THE IDEA OF LEADERSHIP

WHAT DO WE KNOW ABOUT GOOD LEADERSHIP?

CULTURE AND LEADERSHIP

GENDER AND LEADERSHIP

REFRAMING LEADERSHIP

CONCLUSION

chapter 18: Reframing Change in Organizations

THE INNOVATION PROCESS

CHANGE, TRAINING, AND PARTICIPATION

CHANGE AND STRUCTURAL REALIGNMENT

CHANGE AND CONFLICT

CHANGE AND LOSS

CHANGE STRATEGY

CONCLUSION

chapter 19: Reframing Ethics and Spirit

SOUL AND SPIRIT IN ORGANIZATIONS

CONCLUSION

chapter 20: Bringing It All Together

ROBERT F. KENNEDY HIGH SCHOOL

STRUCTURAL ISSUES AND OPTIONS

HUMAN RESOURCE ISSUES AND OPTIONS

POLITICAL ISSUES AND OPTIONS

SYMBOLIC ISSUES AND OPTIONS

A FOUR-FRAME APPROACH

CONCLUSION: THE REFRAMING PROCESS

chapter 21: Epilogue

COMMITMENT TO CORE BELIEFS

MULTIFRAME THINKING

APPENDIX: THE BEST OF ORGANIZATIONAL STUDIES

NOTES

BIBLIOGRAPHY

THE AUTHORS

NAME INDEX

SUBJECT INDEX

End User License Agreement

List of Illustrations

Exhibit 1.1. Overview of the Four-Frame Model.

Exhibit 1.2. Expanding Managerial Thinking.

Exhibit 2.1. Sources of Ambiguity.

Exhibit 2.2. Systems Model with Delay.

Exhibit 3.1. Basic Structural Options.

Exhibit 3.2. Structural Imperatives.

Exhibit 4.1. Mintzberg’s Model.

Exhibit 4.2. Simple Structure.

Exhibit 4.3. Machine Bureaucracy.

Exhibit 4.4. Professional Bureaucracy.

Exhibit 4.5. Divisionalized Form.

Exhibit 4.6. Adhocracy.

Exhibit 5.1. One Boss.

Exhibit 5.2. Dual Authority.

Exhibit 5.3. Simple Hierarchy.

Exhibit 5.4. Circle Network.

Exhibit 5.5. All-Channel Network.

Exhibit 6.1. Models of Motivation at Work.

Exhibit 6.2. Maslow’s Hierarchy of Needs.

Exhibit 7.1. Basic Human Resource Strategies.

Exhibit 8.1. Model I Theory-in-Use.

Exhibit 8.2. Advocacy and Inquiry.

Exhibit 10.1. The Political Map as Seen by the Techies: Strong Support and Weak Opposition for Change.

Exhibit 10.2. The Real Political Map: A Battleground with Strong Players on Both Sides.

Exhibit 15.1. Four Interpretations of Organizational Processes.

Exhibit 15.2. Choosing a Frame.

Exhibit 15.3. Characteristics of Excellent or Visionary Companies.

Exhibit 15.4. Challenges in Managers’ Jobs.

Exhibit 17.1. History of Quantitative-Analytic Leadership Research.

Exhibit 17.2. Situational Leadership Model.

Exhibit 17.3. GLOBE Country Clusters.

Exhibit 18.1. Reframing Organizational Change.

Exhibit 18.2. Reframing Kotter’s Change Stages.

Exhibit 19.1. Reframing Ethics.

Exhibit 20.1. Reframing Robert F. Kennedy High School.

Exhibit A.1. Top 20 “Scholars’ Hits” from Citation Analysis.

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Guide

Cover

CONTENTS

Begining Reading

An updated online Instructor’s Guide with Your Leadership Orientations Self-Assessment is available at www.wiley.com/college/bolman

The Instructor’s Guide includes:

Chapter-by-chapter notes and teaching suggestions

Sample syllabi and support materials

Case suggestions

Video suggestions

Your Leadership Orientations Self-Assessment

Reframing Organizations

Artistry, Choice, and Leadership

5th EDITION

Lee G. Bolman

Terrence E. Deal

Cover design by Adrian MorganCover art © Shutterstock (RF)

Copyright © 2013 by John Wiley & Sons, Inc. All rights reserved.

Published by Jossey-BassA Wiley BrandOne Montgomery Street, Suite 1200, San Francisco, CA 94104-4594—www.josseybass.com

No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, 978-750-8400, fax [phone], or on the Web at www.copyright.com. Requests to the publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, 201-748-6011, fax [phone], or online at www.wiley.com/go/permissions.

Part One epigraph, poem, “Journeys Through the Windows of Perception”: Reprinted by permission of the poet, Gian Torrano Jacobs.

Ch. 3, Edmondson text excerpts: From G. Edmondson,“BMW’s Dream Factory.” Business Week, October 16, 2006, pp. 70-80. Copyright © 2006 McGraw-Hill Companies, Inc.

Figures 4.1, 4.2, 4.3, 4.4, 4.5, 4.6: From H. Mintzberg, Structuring of Organizations, 1st Edition. Copyright © 1979. Reprinted by permission of Pearson Education, Inc., Upper Saddle River, NJ.

Exhibit 6.2: From Peak: How Great Companies Get Their Mojo from Maslow by Chip Conley. Copyright © 2007 by Chip Conley. Published by Jossey-Bass Inc., Publishers. Used by permission of John Wiley & Sons, Inc.

Ch. 6 Hamper text excerpts: From Rivethead: Tales from the Assembly Line by Ben Hamper. Copyright © 1991 by Ben Hamper. Reprinted by permission of Grand Central Publishing.

Ch. 7 Gunther text excerpt: From M. Gunther, “Queer Inc. How Corporate American Fell in Love with Gays and Lesbians. It’s a Movement.” Fortune, December 11, 2006, pp. 94-110. Copyright © 2006 Time Inc.

Ch. 11 Fishman text excerpts: From C. Fishman, “The Wal-Mart Effect and a Decent Society: Who Knew Shopping Was So Important.” Academy of Management Perspectives, August, 2006, pp. 6-27. Copyright © 2006 Academy of Management.

Ch. 13 Kidder text excerpts: From The Soul of a New Machine by Tracy Kidder. Copyright © 1981 by John Tracy Kidder. Reprinted by permission of Little, Brown and Company, Inc.

Ch. 15 Carlin text excerpt: From J. Carlin, “How Nelson Mandela won the Rugby World Cup.” The Telegraph (London, UK), October 19, 2007. Reprinted with permission.

Exhibit 17.3: Adapted from Culture, Leadership, and Organizations: The GLOBE Study of 62 Societies, Edited by R .J. House, P .J. Hanges, M. Javidan, P. W. Dorfman, and V. Gupta. Copyright © 2004 by Sage Publications, Inc. Reprinted with permission.

Ch. 17 Hoge text excerpt: From W. Hoge, “Crashing, and Saving, the Old Lad’s Front Office,” New York Times, September 14, 2002, p. A14. Copyright © 2002 by The New York Times Co. Reprinted by permission.

Ch. 20, Harvard Business School case study materials: From Harvard Business School case study, copyright © 1974 by the President and Fellows of Harvard College. Harvard Business Case #9-474-183. This case was prepared by J. Gabarro as the basis for class discussion rather than to illustrate either effective or ineffective handling of an administrative situation. Reprinted by permission of Harvard Business School.

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Library of Congress Cataloging-in-Publication Data

Bolman, Lee G.Reframing organizations : artistry, choice, and leadership / Lee G. Bolman, Terrence E. Deal.—Fifth edition.pages cmIncludes bibliographical references and index.ISBN 978-1-118-55738-9 (cloth); ISBN 978-1-118-57333-4 (pbk.); ISBN 978-1-118-57323-5 (pdf); ISBN 978-1-118-57331-0 (epub)1. Management. 2. Organizational behavior. 3. Leadership. I. Deal, Terrence E. II. Title.HD31.B6135 2013658.4′063—dc23

2013016244

fifth editionHB Printing 10 9 8 7 6 5 4 3 2 1PB Printing 10 9 8 7 6 5 4 3 2 1

PREFACE

This is the sixth release of a work that began in 1984 as Modern Approaches to Understanding and Managing Organizations and became Reframing Organizations in 1991. We’re grateful to readers around the world who have told us that our books gave them ideas that make a difference—at work and elsewhere in their lives.

It is again time for an update, and we’re gratified to be back by popular demand. Like everything else, organizations and their leadership challenges continue to change rapidly, and both scholars and leaders are running hard to keep up. This edition tries to capture the current frontiers of both knowledge and art.

The four-frame model, with its view of organizations as factories, families, jungles, and temples, remains the book’s conceptual heart. But we have incorporated new research and revised our case examples extensively to keep up with the latest developments. We have updated a feature we inaugurated in the third edition: “greatest hits in organization studies.” These feature pithy summaries of key ideas from the some of the most influential works in the scholarly literature (as indicated by a citation analysis, described in the Appendix at the end of the book). As a counterpoint to the scholarly works, we have also included occasional summaries of recent management bestsellers. Scholarly and professional literature often run on separate tracks, but the two streams together provide a fuller picture than either alone, and we have tried to capture the best of both in our work.

Life in organizations has produced many new examples, and there is new material throughout the book. At the same time, we worked zealously to minimize bloat by tracking down and expunging every redundant sentence, marginal concept, or extraneous example. The result is a volume that’s a bit slimmer than its predecessor. We’ve also tried to keep it fun. Collective life is an endless source of examples as entertaining as they are instructive, and we’ve sprinkled them throughout the text. We apologize to anyone who finds that an old favorite fell to the cutting-room floor, but we hope readers will find the book an even clearer and more efficient read.

As always, our primary audience is managers and leaders. We have tried to answer the question, What do we know about organizations and leadership that is genuinely relevant and useful to practitioners as well as scholars? We have worked to present a large, complex body of theory, research, and practice as clearly and simply as possible. We tried to avoid watering it down or presenting simplistic views of how to solve managerial problems. Our goal is to offer not solutions but powerful and provocative ways of thinking about opportunities and pitfalls.

We continue to focus on both management and leadership. Leading and managing are different, but they’re equally important. The difference is nicely summarized in an aphorism from Bennis and Nanus: “Managers do things right. Leaders do the right thing.” If an organization is overmanaged but underled, it eventually loses any sense of spirit or purpose. A poorly managed organization with a strong, charismatic leader may soar briefly—only to crash shortly thereafter. Malpractice can be as damaging and unethical for managers and leaders as for physicians. Myopic managers or overzealous leaders usually harm more than just themselves. The challenges of today’s organizations require the objective perspective of managers as well as the brilliant flashes of creativity that wise leadership provides. We need more people in managerial roles who can find simplicity and order amid organizational confusion and chaos. We need versatile and flexible leaders who are artists as well as analysts, who can reframe experience to discover new issues and possibilities. We need managers who love their work, their organizations, and the people whose lives they affect. We need leaders and managers who appreciate management as a moral and ethical undertaking. We need leaders who combine hard-headed realism with passionate commitment to larger values and purposes. We hope to encourage and nurture such qualities and possibilities.

As in the past, we have tried to produce a clear and readable synthesis and integration of the field’s major theoretical traditions. We concentrate mainly on organization theory’s implications for practice. We draw on examples from every sector and around the globe. Historically, organization studies have been divided into several intellectual camps, often isolated from one another. Works that seek to give a comprehensive overview of organization theory and research often drown in social science jargon and abstraction and have little to say to practitioners. We try to find a balance between misleading oversimplification and mind-boggling complexity.

The bulk of work in organization theory has focused on the private or public or nonprofit sector, but not all three. We think this is a mistake. Managers need to understand similarities and differences among all types of organizations. All three sectors increasingly interpenetrate one another. Public administrators who regulate airlines, nuclear power plants, or pharmaceutical companies face the problem of “indirect management” every day. They struggle to influence the behavior of organizations over which they have very limited authority. Private firms need to manage relationships with multiple levels of government. The situation is even more complicated for managers in multinational companies coping with the subtleties of governments with very different systems and traditions. Around the world, voluntary and nongovernment organizations partner with business and government to address major social and economic challenges. Across sectors and cultures, managers often harbor narrow, stereotypic conceptions of one another that impede effectiveness on all sides. We need common ground and a shared understanding that can help strengthen organizations in every sector. The dialogue between public and private, domestic and multinational organizations has become increasingly important. Because of their generic application, the four frames offer an ecumenical language for the exchange. Our work with a variety of organizations around the world has continually reinforced our confidence that the frames are relevant everywhere. Political and symbolic issues, for example, are universally important, even though the specifics vary greatly from one country or culture to another.

The idea of reframing continues to be a central theme. Throughout the book, we show how the same situation can be viewed in at least four ways. In Part Six, we include a series of chapters on reframing critical organizational issues such as leadership, change, and ethics. Two chapters are specifically devoted to reframing real-life situations.

We also continue to emphasize artistry. Overemphasizing the rational and technical side of an organization often contributes to its decline or demise. Our counterbalance emphasizes the importance of art in both management and leadership. Artistry is neither exact nor precise; the artist interprets experience, expressing it in forms that can be felt, understood, and appreciated. Art fosters emotion, subtlety, and ambiguity. An artist represents the world to give us a deeper understanding of what is and what might be. In modern organizations, quality, commitment, and creativity are highly valued but often hard to find. They can be developed and encouraged by leaders or managers who embrace the expressive side of their work.

OUTLINE OF THE BOOK

The first part of the book, “Making Sense of Organizations,” tackles a perplexing question about management: Why is it that smart people so often do dumb things? Chapter One, “The Power of Reframing,” explains why: Managers often misread situations. They have not learned how to use multiple lenses to get a better sense of what they’re up against and what they might do. Chapter Two, “Simple Ideas, Complex Organizations,” uses famous cases (such as 9/11) to show how managers’ everyday thinking and theories can lead to catastrophe. We explain basic factors that make organizational life complicated, ambiguous, and unpredictable; discuss common fallacies in managerial thinking; and spell out criteria for more effective approaches to diagnosis and action.

Part Two, “The Structural Frame,” explores the key role that social architecture plays in the functioning of organizations. Chapter Three, “Getting Organized,” describes basic issues that managers must consider in designing structure to fit an organization’s goals, tasks, and context. It demonstrates why organizations—from Amazon to McDonald’s to Harvard University—need different structures in order to be effective in their unique environments. Chapter Four, “Structure and Restructuring,” explains major structural pathologies and pitfalls. It presents guidelines for aligning structures to situations, along with cases illustrating successful structural change. Chapter Five, “Organizing Groups and Teams,” shows that structure is a key to high-performing teams.

Part Three, “The Human Resource Frame,” explores the properties of both people and organizations, and what happens when the two intersect. Chapter Six, “People and Organizations,” focuses on the relationship between organizations and human nature. It shows how a manager’s practices and assumptions about people can lead either to alienation and hostility or to commitment and high motivation. It contrasts two strategies for achieving effectiveness: “lean and mean,” or investing in people. Chapter Seven, “Improving Human Resource Management,” is an overview of practices that build a more motivated and committed workforce—including participative management, job enrichment, self-managing workgroups, management of diversity, and organization development. Chapter Eight, “Interpersonal and Group Dynamics,” presents an example of interpersonal conflict to illustrate how managers can enhance or undermine relationships. It also discusses how group members can increase their effectiveness by attending to group process, including informal norms and roles, interpersonal conflict, leadership, and decision making.

Part Four, “The Political Frame,” views organizations as arenas. Individuals and groups compete to achieve their parochial interests in a world of conflicting viewpoints, scarce resources, and struggles for power. Chapter Nine, “Power, Conflict, and Coalition,” analyzes the tragic loss of the space shuttles Columbia and Challenger, illustrating the influence of political dynamics in decision making. It shows how scarcity and diversity lead to conflict, bargaining, and games of power; the chapter also distinguishes constructive and destructive political dynamics. Chapter Ten, “Th e Manager as Politician,” uses leadership examples from an NGO in India and a software development effort at Microsoft to illustrate basic skills of the constructive politician: diagnosing political realities, setting agendas, building networks, negotiating, and making choices that are both effective and ethical. Chapter Eleven, “Organizations as Political Arenas and Political Agents,” highlights organizations as both arenas for political contests and political actors influencing broader social, political, and economic trends. Case examples such as Wal-Mart and Ross Johnson explore political dynamics both inside and outside organizations.

Part Five explores the symbolic frame. Chapter Twelve, “Organizational Symbols and Culture,” spells out basic symbolic elements in organizations: myths, heroes, metaphors, stories, humor, play, rituals, and ceremonies. It defines organizational culture and shows its central role in shaping performance. The power of symbol and culture is illustrated in cases as diverse as the U.S. Congress, Nordstrom department stores, the Air Force, Zappos, and an odd horse race in Italy. Chapter Thirteen, “Culture in Action,” uses the case of a computer development team to show what leaders and group members can do collectively to build a culture that bonds people in pursuit of a shared mission. Initiation rituals, specialized language, group stories, humor and play, and ceremonies all combine to transform diverse individuals into a cohesive team with purpose, spirit, and soul. Chapter Fourteen, “Organization as Theater,” draws on dramaturgical and institutional theory to reveal how organizational structures, activities, and events serve as secular dramas, expressing our fears and joys, arousing our emotions, kindling our spirit, and anchoring our sense of meaning. It also shows how organizational structures and processes—such as planning, evaluation, and decision making—are often more important for what they express than for what they accomplish.

Part Six, “Improving Leadership Practice,” focuses on the implications of the frames for central issues in managerial practice, including leadership, change, and ethics. Chapter Fifteen, “Integrating Frames for Effective Practice,” shows how managers can blend the frames to improve their effectiveness. It looks at organizations as multiple realities and gives guidelines for aligning frames with situations. Chapter Sixteen, “Reframing in Action,” presents four scenarios, or scripts, derived from the frames. It applies the scenarios to the harrowing experience of a young manager whose first day in a new job turns out to be far more challenging than she expected. The discussion illustrates how leaders can expand their options and enhance their effectiveness by considering alternative approaches. Chapter Seventeen, “Reframing Leadership,” discusses limitations in traditional views of leadership and proposes a more comprehensive view of how leadership works in organizations. It summarizes and critiques current knowledge on the characteristics of leaders, including the relationship of leadership to culture and gender. It shows how frames generate distinctive images of effective leaders as architects, servants, advocates, and prophets.

Chapter Eighteen, “Reframing Change in Organizations,” describes four fundamental issues that arise in any change effort: individual needs and skills, structural realignment, political conflict, and existential loss. It uses cases of successful and unsuccessful change to document key strategies, such as training, realigning, creating arenas, and using symbol and ceremony. Chapter Nineteen, “Reframing Ethics and Spirit,” discusses four ethical mandates that emerge from the frames: excellence, caring, justice, and faith. It argues that leaders can build more ethical organizations through gifts of authorship, love, power, and significance. Chapter Twenty, “Bringing It All Together,” is an integrative treatment of the reframing process. It takes a troubled school administrator through a weekend of reflection on critical difficulties he faces. The chapter shows how reframing can help managers move from feeling confused and stuck to discovering a renewed sense of clarity and confidence. The Epilogue (Chapter Twenty-One) describes strategies and characteristics needed in future leaders. It explains why they will need an artistic combination of conceptual flexibility and commitment to core values. Efforts to prepare future leaders have to focus as much on spiritual as on intellectual development.

ACKNOWLEDGMENTS

We noted in our first edition, “Book writing often feels like a lonely process, even when an odd couple is doing the writing.” This odd couple keeps getting older (both over seventy) and, some would say, even odder and grumpier. Yet the process seems less lonely because of our close friendship and our contact with many other colleagues and friends. The best thing about teaching is that you learn so much from your students. Students at Harvard, Vanderbilt, the University of Missouri–Kansas City, the University of La Verne, and the University of Southern California have given us invaluable criticism, challenge, and support over the years. We’re also grateful to the many readers who have responded to our invitation to write and ask questions or share comments. They have helped us write a better book. (The invitation is still open—our contact information is in “The Authors.”) We wish we could personally thank all of the leaders and managers who helped us learn in seminars, workshops, and consultations. Their knowledge and wisdom are the foundation and touchstone for our work.

We would like to thank all the colleagues and readers in the United States and around the world who have offered valuable comments and suggestions, but the list is very long and our memories keep getting shorter. Bob Marx, of the University of Massachusetts, deserves special mention as a charter member of the frames family. Bob’s interest in the frames, creativity in developing teaching designs, and eye for video material have aided our thinking and teaching immensely. Elena Granell de Aldaz of the Institute for Advanced Study of Management in Caracas collaborated with us on developing a Spanish-language adaptation of Reframing Organizations as well as on a more recent project that studied frame orientations among managers in Venezuela. We are proud to consider her a valued colleague and wonderful friend. Captain Gary Deal, USN; Maj. Kevin Reed, USAF; Dr. Peter Minich, a transplant surgeon; and Jan and Ron Haynes of FzioMed all provided valuable case material. Terry Dunn of JE Dunn in Kansas City has been both a friend and an inspiring model of values-based leadership. The late Peter Frost of the University of British Columbia continues to inspire our work. Peter Vaill of the Antioch Graduate School; Kent Peterson, University of Wisconsin at Madison; both Sharon Conley and Patrick Faverty, University of California at Santa Barbara; and Roy Williams are continuing sources of ideas and support. A number of individuals, including many friends and colleagues at the Organizational Behavior Teaching Conference, have given us helpful ideas and suggestions. We apologize for any omissions, but we want to thank Anke Arnaud, Carole K. Barnett, Max Elden, Kent Fairfield, Ellen Harris, Olivier Hermanus, Jim Hodge, Earlene Holland, Scott Johnson, Mark Kriger, Hyoungbae Lee, Larry Levine, Mark Maier, Magid Mazen, Thomas P. Nydegger, Dave O’Connell, Lynda St. Clair, Mabel Tinjacá, Susan Twombly, and Pat Villeneuve. We only wish we had succeeded in implementing all the wonderful ideas we received from these and other colleagues.

Lee is grateful to all his Bloch School colleagues, and particularly to Nancy Day, Pam Dobies, Dave Donnelly, Dick Heimovics, Bob Herman, Doranne Hudson, Jae Jung, Tusha Kimber, Sandra Kruse-Smith, Rong Ma, Brent Never, Roger Pick, Stephen Pruitt, David Renz, Will Self, Marilyn Taylor, and Bob Waris. Terry’s colleagues Carl Cohn, Stu Gothald, and Gib Hentschke of the University of Southern California have offered both intellectual stimulation and moral support. Terry’s recent (2013) team-teaching venture with President Devorah Lieberman and Prof. Jack Meek of the University of La Verne showed what’s possible when conventional boundaries are trespassed in a class of aspiring undergraduate leaders. This experience led to the founding of the Terrence E. Deal Leadership Institute.

Others to whom our debt is particularly clear are Chris Argyris, Sam Bacharach, Cliff Baden, Margaret Benefiel, Estella Bensimon, Bob Birnbaum, Barbara Bunker, Tom Burks, Ellen Castro, Carlos Cortés, Linton Deck, Dave Fuller, Jim Honan, Tom Johnson, Bob Kegan, James March, Grady McGonagill, Judy McLaughlin, John Meyer, Kevin Nichols, Harrison Owen, Regina Pacheco, Donna Redman, Peggy Redman, Michael Sales, Dick Scott, Joan Vydra, Karl Weick, Roy Williams, and Joe Zolner. Thanks again to Dave Brown, Phil Mirvis, Barry Oshry, Tim Hall, Bill Kahn, and Todd Jick of the Brookline Circle, now in its fourth decade of searching for joy and meaning in lives devoted to the study of organizations.

We wrapped up the manuscript in a return visit to the Ritz-Carlton in Phoenix. As always, the staff there made us feel more than welcome and exemplified the Ritz-Carlton tradition of superlative service. Thanks to Grant Dipman, Jean Hengst, Sharon Krull, Joshua Leveque, Rosa Melgoza, Marta Ortiz, Jean Wright, and their colleagues.

Outside the United States, we are grateful to Poul Erik Mouritzen in Denmark; Rolf Kaelin, Cüno Pumpin, and Peter Weisman in Switzerland; Ilpo Linko in Finland; Tom Case in Brazil; Einar Plyhn and Haakon Gran in Norway; Peter Normark and Dag Bjorkegren in Sweden; Ching-Shiun Chung in Taiwan; Helen Gluzdakova and Anastasia Vitkovskaya in Russia; and H.R.H. Prince Philipp von und zu Lichtenstein.

Closer to home, Lee also owes more than he can say to Bruce Kay, whose genial and unflappable approach to work, coupled with high levels of organization and follow-through, have all had a wonderfully positive impact since he took on the challenge of bringing a modicum of order and sanity to Lee’s professional functioning. We also continue to be grateful for the long-term support and friendship of Linda Corey, our long-time resident representative at Harvard, and the irrepressible Homa Aminmadani, who now lives in Teheran.

The couples of the Edna Ranch Vintners Guild—the Pecatores, Donners, Hayneses, and Andersons—link efforts with Terry in exploring the ups, downs, and mysteries of the art and science of wine making. Two professional wine makers, Romeo “Meo” Zuech of Piedra Creek Winery and Brett Escalera of Consilience and TresAnelli, offer advice that applies to leadership as well as wine making. Meo reminds us, “Never over-manage your grapes,” and Brett prefaces answers to all questions with “It all depends.”

We’re delighted to be well into the fourth decade of our partnership with Jossey-Bass. We’re grateful to the many friends who have helped us over the years, including Bill Henry, Steve Piersanti, Lynn Lychow, Bill Hicks, Debra Hunter, Cedric Crocker, Byron Schneider, and many others. In recent years, Kathe Sweeney has been a wonderful editor and even better friend, and we’re delighted to be working with her again. Kathleen Dolan Davies and Alina Poniewaz have done vital and much-appreciated work backstage in helping to get all the pieces together and keep the process moving forward.

We received many valuable suggestions from a diverse, knowledgeable, and talented team of outside reviewers. We did not succeed in implementing all of their many excellent ideas, and they did not always agree among themselves, but the manuscript benefited in many ways from their input.

Lee’s six children—Edward, Shelley, Lori, Scott, Christopher, and Bradley—and three grandchildren (James, Jazmyne, and Foster) all continue to enrich his life and contribute to his growth. Terry’s daughter Janie, a chef, has a rare talent of almost magically transforming simple ingredients into fine cuisine. Special mention also goes to Terry’s deceased parents, Bob and Dorothy Deal. Both lived long enough to be pleasantly surprised that their oft-wayward son could write a book.

We again dedicate the book to our wives, who have more than earned all the credit and appreciation that we can give them. Joan Gallos, Lee’s spouse and closest colleague, combines intellectual challenge and critique with support and love. She has been an active collaborator in developing our ideas, and her teaching manual for previous editions was a frame-breaking model for the genre. Her contributions have become so integrated into our own thinking that we are no longer able to thank her for all the ways that the book has gained from her wisdom and insights.

Sandy Deal’s psychological training enables her to approach the field of organizations with a distinctive and illuminating slant. Her successful practice produces examples that have helped us make some even stronger connections to the concepts of clinical psychology. She is one of the most gifted diagnosticians in the field, as well as a delightful partner whose love and support over the long run have made all the difference. She is a rare combination of courage and caring, intimacy and independence, responsibility and playfulness.

To Joan and Sandy, thanks again. As the years accumulate, we love you even more.

May 2013

Lee G. BolmanBrookline, Massachusetts

Terrence E. DealSan Luis Obispo, California

PART ONE

Making Sense of Organizations

Sit no longer at your dusty windowI urge you to break the gazefrom your oh so cherished glass

—Gian Torrano JacobsJourneys Through the Windows of Perception

chapter 1IntroductionThe Power of Reframing