REFRAMING ORGANIZATIONS.

Lee G. Bolman and Terrence E. Deal; JOHN WILEY & Sons; 2017.

Review Written By: Enxhi Plaku Pharmacy Year 4 Student and Priyanka Thundiyath Pharmacy Year 2
Student
Peer Reviewed By: Melissa Ruble, PharmD, BCPS

Reframing Organizations by Lee G. Bolman and Terrence E. Deal is on its 5th edition since 1984. This
leadership resource provides a 4-frame model that readers can utilize to better understand
organizations. The authors cover various issues including changing workforces, leadership across
cultures and globalization. Not only can the reader use these 4 frames as perspectives to appreciate
their own organization structure, they can be used to navigate their workplace, reduce stress and lead
to growth and success. In this article, we will be defining the 4 frames and providing examples of each
while ultimately summarizing how to effectively reframe.

The Framework
So, what is a frame? A frame is a set of ideas or beliefs forming a lens that enables someone to see and
understand more clearly what is going on day to day. Organizations are complex, surprising, deceptive
and ambiguous all at once. Frames and reframing allow you to work through various complexities and
problems much more easily and without stress. An important step in reframing is asking “what is really
going on here?” When this step is omitted many people will often form superficial analyses and then
jump on the nearest or most in style solutions. The authors propose that one of the main aspects of
leadership is being able to size up a situation quickly (aka figuring out the frame) and reframing quickly.
Even small changes in how a problem or decision is framed can have a drastic impact on response.
Oversimplified and narrow models can cloud rather than illuminate action, therefore reframing
situations and organizations becomes an invaluable tool.

The First Frame

The first frame is the structural frame. The metaphor used is that organizations act as factories or a
machine. It values putting people in the right roles and relationships and designing the organization for
maximum efficiency. The organization and the people in it exist to achieve established goals and
objectives. Division of labor is the keystone of structure and it is the allocation of tasks to those most
suited to do them. Structurally organizations can work vertically or laterally. Vertical is a formal chain of
command: top down command and control. This type of structure works best when the authority is
endorsed by the subordinates and authorized by supervisors. An example of how this structure has
worked for an organization is seen at the fast food company McDonalds. Managers and employees have
limited discretion about how to do their jobs and work is controlled by technology. In the 1990s, the
higher-ups responded to pressure from some frustrated franchisees and allowed certain restaurants to
police themselves. Some of the restaurants slipped badly, customers noticed, and the company’s image
ultimately suffered. As a result, the new CEO brought back inspectors to correct the lowered standards.
Vertical structure is generally superior if an environment is stable and tasks are well understood and
predictable.

Lateral structure includes meetings, committees, network structures and coordination of goals. This
type of structure is often needed to keep top-down control from stifling initiative/creativity and works
best when a complex task is performed in a fast-changing environment. As organizations expand,
structure and restructuring become imperative. However, organizations are reluctant to make major
changes because a stable structure reduces confusion and uncertainty, maintains internal consistency
and protects the existing equilibrium. Reorganizing and restructuring is a very powerful but high-risk
approach to improvement. The authors describe 5 different structural configurations proposed by Henry
Mintzberg: simple, machine bureaucracy, professional bureaucracy, divisionalized form, and
adhocracy. Each configuration works for different types of organizations and it is important to
understand which one your organization is running under and then asking: is this how it should be? You
may be asking why should I even consider restructuring my organization or workplace? Performance and
morale suffer, and troubles will multiply in groups/organizations that lack an appropriate structure. As
work gets more complex or the environment gets more turbulent, structure must also develop more
multifaceted and lateral forms of communication and coordination. Simply put: environments shift,
technology changes, organizations grow and leadership changes. Being able to navigate various
structures will always be a necessity.

The Second Frame

The second frame is the human resources frame. A metaphor used to describe this frame is family
because it centers on what organizations and people do for each other. This frame is built on
assumptions highlighting that organizations exist to serve human needs and that organizations and
people need one another to be functional. If an individual and organization have a poor fit, there is a
possibility of exploitation but if they are a good fit, employees are able to find meaningful and satisfying
work. The authors have described that for employees to have great performance they must have the
skills/ability and the motivation. Motivation is influenced mostly by intrinsic factors though many
organizations make the assumption that extrinsic factors such as working conditions and environment is
enough to motivate their employees. Intrinsic factors are things that motivate us to fulfill a task because
we truly want to not because we have to. Examples include factors such as responsibility, achievement
and recognition for work well done. It is important for the needs of the employee to be met for them to
meet the needs of the organization. Despite this, globalization has led to organizations making attempts
to save money and resources by downsizing and outsourcing but studies have shown that this has led to
less loyal and more mediocre employees. The authors have highlighted that it is important to invest in
people because companies that want high-performing employees must understand and respond to the
needs of their employees and customers which will attract better, motivated people to the organization.
Per the authors, Google is famous for putting their employees first by not only offering a comfortable
workplace with full-functioning gym, laundry, and childcare services, but also time for employees to
work on their own outside projects. This attention and care for their employees makes Google an
appealing place to work in and attracts loyal and competent workers.

The Third Frame

The third frame is the political frame. A metaphor used to describe this frame is a jungle because politics
is the realistic process of making decisions and allocating resources in a context of scarcity and divergent
interests, much like an ecosystem. This frame recognizes the needs of individuals and groups but
emphasizes that scarce resources and incompatible preferences cause needs to collide. Through this
frame, it is important to find a power dynamic. A leader may need to learn how to properly influence
the people around them. This could be done through reciprocation, commitment and consistency, social
proof, liking, authority, and scarcity.

Table 1
 Reciprocation “I do something for you, you do something for me.”

Commitment and “If you do something for me, I can live up to your commitments and be
Consistency consistent.”

Social Proof “If everyone else is doing it, you will too.”

Liking “The more you like me, the better chance you’ll do as I say.”

Authority “I am the boss, you do as I say.”

Scarcity “There is only one position available for promotion.”

Political dynamics can be a tool to achieve great purposes but completely depend on an employer or
manager’s ability to fashion agendas, create networks of support, and negotiate with allies and
adversaries while overcoming an ethical quandary about whether to use a collaborative strategy or to
have an adversarial approach by considering the organizations’ values and ethical principles. People
have divergent interests and agendas so organizations need to be used as “tools” to achieve the
purposes of whoever is in control, but organizations must also recognize that they are dependent on
their environment for resources and support, further emphasizing a defined power dynamic.

The Fourth Frame

The fourth frame is the symbolic frame, in which organizations are seen as carnivals, temples or theater.
This frame focuses on how humans make sense of the world with meaning, belief and faith as central
concerns. In this frame leaders are seen as those who survey and use materials at hand to construct
meaning systems. An organization’s culture is revealed through its symbols: GEICO’s gecko or Target’s
bull’s-eye. Myths, vision and values inspire an organization with a deep purpose; heroes serve as icons
or logos for others to admire through their words/deeds; stories offer explanations and resolve
dilemmas; rituals and ceremonies offer direction and hope; finally, metaphors and humor loosen things
up and form bonds. While at first it may seem strange to think that your organization contains myths or
rituals, but standing back, you’ll be able to see that they do exist and communicate the underlying
narratives within the organization. The symbolic frame shows organizations as cultures and symbolic
forms and activities are the basic elements that over time shape the organization’s unique identity. The
authors state that banishing play, ritual, ceremony and myth from the workplace would destroy
teamwork and that leaders will serve a more durable function if they recognize that team building at its
core is a spiritual undertaking. Organizations are judged as much on appearance as on outcomes. An
example that all of us can understand is that of a clinic: it should have examination rooms, uniformed
and licensed healthcare practitioners, with diplomas prominently on the wall. Legitimacy and worth are
anchored in the match between structural characteristics and prevailing myths. Aspects of
organizations like mission statements, stories of those that came before us and even meetings all play
into the spiritual bond that holds organizations together, while also providing confidence to those the
organization serves.

Putting It into Action!

It is important to match frames to the situation. At one point, a process of gathering and analyzing
information may be more important than developing commitment and vice versa. Organizations and
employers need to ask five basic questions to analyze what frame would facilitate their growth. The five
main questions are: Are individual commitment and motivation essential to success? Is the technical
quality of the decision important? Are there high levels of ambiguity and uncertainty? Are conflict and
scarce resources significant? Are you working from the bottom up?

Table 2
5 Questions to Select Frame

Questions Yes No

Are individual commitment and motivation essential to success? Human Resource Structural
Symbolic Political

Is the technical quality of the decision important? Structural Human Resource

Political
Symbolic

Are there high levels of ambiguity and uncertainty? Political Structural

Symbolic Human Resource

Are conflict and scarce resources significant? Political Structural

Symbolic Human Resource

Are you working from the bottom up? Political Structural

Human Resource
Symbolic

For example, if commitment and motivation is essential to success, an organization should adopt a
human resource or symbolic frame need to dominate. If not, a structural or political frame can be used
instead. These questions cannot be used mechanically to determine how an organization should be run
as they don’t substitute for judgement and intuition, but they can be used as a guide to find a workable
strategy.

Summary
Leaders and managers in today's world face a paradox of trying to maintain integrity and mission
without making organizations rigid and inflexible. Doing what is familiar is comforting however, when
old ways fail managers tend to cave in and try to appease everyone. Pharmacy students and
pharmacists can benefit greatly in understanding how to reframe. Our work environments change every
day. We find ourselves working with new people, drugs change and the way we take care of patients is
constantly evolving. Reframing is not only extremely important for those transitioning from students to
clinicians but also for those pharmacists who have been in the game for a while now. Transitioning
pharmacists will experience various different frames as they settle into a new position in any setting. At
this point it is important to take a step back and ask: “what is really going on here?” Being able to
evaluate the situation will allow the transitioning pharmacist to effectively make decisions on how to
best tackle the new position with ease. Those “seasoned” pharmacists who have been in the game for a
while may find themselves doing the same thing over and over. This is where reframing can really come
into play! The authors state that “if our image of a situation is wrong, our actions will be wide of the
mark as well. But if we don’t know we’re seeing the wrong picture, we won’t understand why we’re not
getting the results we want. So, we insist we’re right even when we’re off track.” If you’re someone who
fits this description, taking a step back and asking the question again: “what really is going on here?” will
allow you to reframe and potentially make meaningful change in your workplace and the care of your
patients. Reframing is important in all aspects of life and should be applied often to ensure the best
outcomes for you, your co-workers and your organization. Reframing allows you to reorganize your
thoughts and look at situations through various lenses to produce effective results.

Want to Learn More?

Use this link to take a quiz and understand your frames!

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