Reframing Organizations: Artistry, Choice and Leadership Paperback – Aug 18 2008
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"This new edition is filled with new case examples such as Hurricane Katrina and profiles of great leaders..." PublicNet Thursday 4 September 2008 --This text refers to an out of print or unavailable edition of this title.
From the Back Cover
The Classic Leadership Resource Now In Its 4th Edition!
First published in 1984, Lee Bolman and Terrence Deal's best-selling book has become a classic in the field. Its four-frame model examines organizations as factories, families, jungles, and theaters or temples:
The Structural Frame: how to organize and structure groups and teams to get results
The Human Resource Frame: how to tailor organizations to satisfy human needs, improve human resourcemanagement, and build positive interpersonal and group dynamics
The Political Frame: how to cope with power and conflict, build coalitions, hone political skills, and deal with internal and external politics
The Symbolic Frame: how to shape a culture that gives purpose and meaning to work, stage organizational drama for internal and external audiences, and build team spirit through ritual, ceremony, and story
This new edition contains a wealth of new examples from both the private and the nonprofit sectors. In addition, the book offers updated content and expanded discussions of self-managing teams, dramaturgical and institutional theory, change theory, the "blink" process, "black swans," and gay rights. There is an Instructor's Guide available online.See all Product Description
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The leadership section towards the end is short, but quite astute. The sample case in the last chapter of the book is excellent and a great example of how to think and analyze as situation with the wider perspective provided by the frames.
The doubling of complexity is justified by a model that moves from addressing 60% of situations to more than 90%. The examples really help the reader to deeply understand what happens and why in the real world. The examples help to remove our blindspots and to provide a simple framework that can quickly be applied. Finally, the authors expand upon the situational leadership approach to application, creating a dynamic and personal approach to application.
Leaders who enjoy thinking through situations will appreciate this book. Readers will want to speed read through familiar sections and reread the new and most insightful parts. This is a long book, but it is well organized and provides value from each 30 minutes of study.
The critique of managers' and consultants' failure to solve organisational challenges is a bit misplaced in a book which offers little practical advice on implementation, i.e. this book is for the student.
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