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UNITAR – Afghan Fellowship Program Hiroshima, November 2009 Properties of Organizations Organizations Organizations Organizations Organizations What is a frame? complex surprising deceptive ambiguous Structural and Human Resource Frames Mental map to read and negotiate a “territory” The better the map, the easier it is to know where you are and get around (a map of Khabul won’t help in Peshwar) Frame as window: enables you to see some things, but not others Frame as tool: effectiveness depends on choosing the right tool and knowing how to use it Political and Symbolic Frames Frame Structural Human Resource Metaphor for organization Factory or Machine Family Central concepts Rules, roles, goals, policies, technology, environment Needs, skills, relationships Image of Leadership Empowerment Structural Assumptions Frame Political Symbolic Metaphor for organization Jungle Carnival, temple, theater Central concepts Power, conflict, Culture, meaning, competition, metaphor, ritual, organizational politics ceremony, stories, heroes Image of Leadership Advocacy Inspiration Social architecture Basic leadership Align structure to task, Align organization and challenge: technology, environment human needs Basic leadership Develop agenda and challenge: power base are are are are Organizations need to be organized Achieve established goals and objectives Increase efficiency and performance via specialization and division of labor Appropriate forms of coordination and control Organizations work best when rationality prevails Structure must align with circumstances Problems arise from structural deficiencies Create faith, beauty, meaning 1 Assumptions of the Human Resource Frame Assumptions of the Political Frame Organizations are coalitions Enduring differences among coalition members Allocation of scarce resources Conflict is central process and power most important resource Goals and decisions arise from bargaining, negotiation and jockeying for position Organizations exist to serve human needs People and organizations need each other When the fit between individual and system is poor, one or both suffer A good fit benefits both Assumptions of the Symbolic Frame The multiple frame leader… Most important – not what happens, but what it means Activity and meaning are loosely coupled People create symbols to resolve confusion, find direction, anchor hope and belief Events and processes more important for what is expressed than what is produced Culture provides basic organizational glue 1. Individually, analyze a leader of your choice, using the “4-frame process handout”. Highlight those squares/ approaches you have seen her/him use. 2. In Pairs, pick one of the 4 frames and articulate the required leadership skills Structural Leadership Effective structural leaders… Effective Ineffective Leader Analyst, architect Petty tyrant Leadership process Analysis, design Management by detail and fiat Do their homework Rethink relationship of strategy, structure, environment Focus on implementation Experiment, evaluate, adapt 2 Human Resource Leadership Effective Ineffective Leader Catalyst, servant Weakling, pushover Leadership process Support, empowerment Abdication, indulgence Political Leadership Effective Believe in people and communicate that belief Are visible and accessible Empower others Effective political leaders… Ineffective Leader Advocate, negotiator Con artist, thug Leadership process Advocacy, coalitionbuilding Are clear about what they want and what they can get Assess distribution of power and interests Build linkages to key stakeholders Persuade first, negotiate second, and coerce only if necessary Manipulation, fraud Symbolic Leadership Effective Effective human resource leaders… Effective symbolic leaders… Ineffective Lead by example Use symbols to capture attention Frame experience Communicate a vision Tell stories Study and use history Leader Prophet, poet Fanatic, fool Leadership process Inspiration, framing experience Mirage, smoke and mirrors 3