Regional Rehabilitation Leadership Academy Rehabilitation Counseling Phase III

Regional Rehabilitation Leadership Academy Rehabilitation Counseling Phase III Interactive Group Work Overview of Reframing Organizations

Agenda �Learning Outcomes �Discussion of Reframing Organizations ◦ Four Frame model �Structural �Human Resource �Political �Symbolic ◦ Discussion of the Frames Quick Self-Rating Scale �http: //www. leebolman. com/frames_selfrating_scale. htm ◦ Frame Leadership

Learning Outcomes ◦ A deeper understanding of their personal leadership style by identifying strengths and areas of improvement. ◦ Improved leadership skills to effectively develop and guide an office in an ever changing environment. ◦ Developed a professional network to increase collaboration and consultation with other professionals.

Frame Thinking �Ambiguity, Complacency, & Certainty �Mental Model & Critical Thinking ◦ Kaleidoscope ◦ Helps determine the course of action �Increase personal sense of choice/ power �Structural, Human Resource, Political, Symbolic

Structural Frame: Policy & Predictability �Appropriate structure can be designed and implemented. �Structure ensures that people focus on getting the job done. �Organizations exist to accomplish established goals. �Coordination and control are essential to effectiveness �Skills & confidence does predict success—needs structure �Reorganization & restructuring solve problems

Structural Frame: Policy & Predictability Structural leaders emphasize rationality, analysis, logic, facts and data. They are likely to believe strongly in the importance of clear structure and welldeveloped management systems. A good leader is someone who thinks clearly, makes the right decisions, has good analytic skills, and can design structures and systems that get the job done.

Human Resource: Relationship & Stakeholders �Organizations exist to serve human needs. �Organizations and people need each other. �When the fit between the individual and the organization is good, both benefit. �Performance is enhanced when people are valued & educated appropriately �Change can impact existing knowledge and skillsnegatively

Human Resource: Relationship & Stakeholders Human resource leaders emphasize the importance of people. They endorse the view that the central task of management is to develop a good fit between people and organizations. They believe in the importance of coaching, participation, motivation, teamwork and good interpersonal relations. A good leader is a facilitator and participative manager who supports and empowers others.

Political: Negotiate & Continuum of Support �Important decisions involve allocation of resources (all resources are limited). �Organizations are composed of coalitions, stakeholders, and interest groups. �Power and conflict are central features of organizational life. �Goals and decisions emerge from bargaining, negotiating, and jockeying for power and persuasiveness. �Face disagreements & encourage workable pacts.

Political: Negotiate & Continuum of Support Political leaders believe that managers and leaders live in a world of conflict and scarce resources. The central task of management is to mobilize the resources needed to advocate and fight for the unit's or the organization's goals and objectives. Political leaders emphasize the importance of building a power base: allies, networks, coalitions. A good leader is an advocate and negotiator who understands politics and is comfortable with conflict.

Symbolic: Cultural Meaning �What matters in an organization is not what happens but what it means to participants. �Faced with uncertainty and ambiguity, people create symbols to resolve confusion, increase predictability, and provide direction. �Myths, rituals, ceremonies, and sagas help people find meaning in their organizational experience. �Organizations have distinct cultures that may be positive or negative, strong or weak. �Change equals loss and managing loss

Symbolic: Cultural Meaning Symbolic leaders believe that the essential task of management is to provide vision and inspiration. They rely on personal charisma and a flair for drama to get people excited and committed to the organizational mission. A good leader is a prophet and visionary, who uses symbols, tells stories and frames experience in ways that give people hope and meaning.

Frame Leadership �Structural (what is the policy) ◦ Clear organizational goals ◦ Clear policy and procedure �Human Resource (opportunities for growth & feedback) ◦ Recognizes strengths & provides for growth �Political (What is the resource & who are the constituencies) ◦ Assesses risks and opportunities ◦ Understands distribution of resources & Identifies major constituencies �Symbolic tradition) (How does it connect to vision/ mission & cultural ◦ Articulates vision or purpose ◦ Reinforces culture with traditions and rituals

Discussion of Personal Frame Preferences �Turn to a peer and discuss the results of your frame assessment. ◦ Do you believe your results make sense? ◦ Given your sense of the kind of leader you want or need to be, how well do these results fit? ◦ http: //www. leebolman. com/frames_selfrating_scale. htm

Application of the Four Frames You are an experienced supervisor moving to a new state and leading a district office that has approximately 20 counselors. Historically this office has slightly under performed compared to state averages in placements. The majority of the counselors have a transition caseload and the other counselors have a general caseload. You are replacing a long term supervisor who was promoted to the central office. What are the key issues? �Structural (what is the policy) �Human Resource (opportunities for growth & feedback) �Political (What is the resource & who are the constituencies) �Symbolic (How does it connect to vision/ mission & cultural tradition)