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Bolman & Deals Four-Frame Model
Pages 10 (2510 words)
Multiframe thinking is challenging and counterintuitive. To see the organisation simultaneously as a machine, family, jungle, and theatre requires the capacity to think in several ways at the same time about the same thing. Like surfers, leaders must ride the waves of change…
The power to reframe is vital for modern leaders. The ability to see new possibilities and to create new opportunities enables leaders to discover alternatives when options seem severely constrained. It helps them find hope and faith amid fear and despair. Choice is at the heart of freedom, and freedom is essential to achieving the twin goals of commitment and flexibility (Bolman & Deal, 2003, p.433)."
In the contemporary times, change within the organizations is an expected and normal phenomenon, though the pace of chance has been manifold accelerated by the IT revolution and the digitization of the economies. Corporate organizations more then often consist of a highly complex framework that can make the task of managing change really challenging and unpredictable. Every organization undergoing a change represents a unique scenario that may have multiple facets such as the popping up technical challenges, existing political framework and the rampant cultural ethos (Tichy, 1983, p.17). The multiple dimensions inherent in the functional efficiency of the organizations call for astute management responses and seasoned administrational efficacy. Also the attitude of the employees towards the inbuilt values and ethical moorings within the organizations more then often gives way to immense resistance from within and without (Lewin, 1947). ...
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