Reframing Organizations summary

Introduction

Reframing Organizations by Lee G. Bolman and Terrence E. Deal. Reframing Organizations helps leaders understand complex business systems through four distinct and powerful lenses.

Why do some organizations solve problems effectively while others keep repeating the same mistakes? Many leaders assume there is always a single cause behind every single organizational challenge. They might blame a bad structure or perhaps the wrong people in key roles. Other times they blame poor leadership or conclude that the corporate culture is flawed.

But human organizations are rarely that simple to diagnose when troubles inevitably arise. Most failures happen because leaders view complex situations through only one narrow lens. Reframing requires adopting several perspectives when reality clearly demands much more flexibility. Authors Bolman and Deal introduce a powerful method known simply as the four frames.

The structural frame focuses entirely on formal roles, established systems, and daily operating processes. The human resource frame focuses directly on individual people, human needs, and interpersonal relationships. The political frame focuses closely on power dynamics, organizational conflict, and competing personal interests. The symbolic frame focuses broadly on organizational culture, deeper meaning, and shared beliefs.

Every single organizational challenge can look completely different depending on which frame you use. Leaders who can shift between these perspectives are far more likely to make sound decisions. Reframing the way you see organizations helps you lead more effectively and solve problems intelligently.

mistakes are made when complexity is simplified

Mistakes are made when complexity is simplified. Have you ever wondered why terrible errors happen when we simplify complex human problems? Mistakes are inevitably made when true complexity is carelessly simplified into something much easier. The real trick to avoiding this trap is to constantly question your own hidden prejudices.

There is simply no escaping the difficult task of genuine problem solving in our world. At some point in your life, you will certainly have to use this vital skill. There are many occasions when solving a puzzle can be relatively straightforward and simple. For example, you might work out what planes and trains to take home for Christmas.

That process is an entirely different kettle of fish when facing more intricate questions. A very common error is to inappropriately simplify complexity instead of studying the details. Unfortunately, this shortcut just leads directly to costly mistakes and terrible organizational failure. If you happen to be a leader of any sort, that outcome is unwanted.

This dangerous oversimplification tends to take two distinct forms in the corporate world today. The first and most obvious form occurs when incoming information is too large. In these stressful circumstances, leaders are heavily inclined to focus only on what they deem. Thus, they completely close themselves off from valuable information that might prove useful later.

Secondly, when leaders face intricate situations, they quickly revert to comfortable old prejudices. They do this rather than actually looking deeply at the matter at hand. After all, mental simplification is so much easier than embracing uncertainty and cognitive strain. The authors see President Donald Trump and his actions as a good example here.

In March 2017, he tweeted repeatedly that Barack Obama tapped his phone. He claimed this happened during the lead up to the 2016 election. Trump had received this faulty information from the far right news outlet called Breitbart. He clung doggedly to this erroneous first impression despite all the evidence presented.

He did so even after a thorough investigation confirmed that Obama ordered nothing. This fascinating political case study is hardly unique in modern human history and politics. Back in 2011, a neuroscientist named David Eagleman conducted a study. It showed clearly that we all tend to disregard information challenging established worldviews.

In other words, we tend to see what we already believe rather than reality. This behavior can prove immensely dangerous for both individuals and companies dealing with challenges. A much more successful approach to problem solving involves questioning existing beliefs you hold.