Reframing Organizations, 7th Edition

PART SIXImproving Leadership Practice

A messy, turbulent world rarely presents bounded, well‐defined problems, and decoding complex situations is not a single‐frame activity. In this part of the book, we focus on combining lenses to achieve multi‐frame approaches to managing and leading.

 

In Chapter 15, we contrast a stereotype of crisp, orderly rationality with the more frantic, reactive reality of managerial life. We show how routine activities and processes such as strategic planning, decision making, and conflict take on different meanings depending on how they are viewed. We provide an example to illustrate the cacophony that arises when parties are seeing different realities. Finally, we look at studies of effective organizations and ...