chapter SIXTEEN
Reframing in Action
Opportunities and Perils
Another case in point:
Put yourself in the shoes of Cindy Marshall, headed to the office for your first day in a new job. Your company has transferred you to Kansas City to manage a customer service unit. It’s a big promotion, with a substantial increase in pay and responsibility. You know you face a major challenge. You are inheriting a department with a reputation for slow, substandard service. Senior management credits much of the blame to your predecessor, Bill Howard, who is seen as too authoritarian and rigid. Howard is moving to another job, but the ...

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