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Reframing Organizations, 6th Edition by Terrence E. Deal, Lee G. Bolman

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Chapter 1IntroductionThe Power of Reframing

By the second decade of the twenty-first century, the German carmaker Volkswagen and the U.S. bank Wells Fargo were among the world's largest, most successful, and most admired firms. Then both trashed their own brand by following the same script. It's a drama in three acts:

  1. Act I: Set daunting standards for employees to improve performance.
  2. Act II: Look the other way when employees cheat because they think it's the only way to meet the targets.
  3. Act III: When the cheating leads to a media firestorm and public outrage, blame the workers and paint top managers as blameless.

In Wells Fargo's case, the bank fired more than 5,000 lower-level employees but offered an exit bonus of $125 million to the ...

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