On "Reframing Organizations"

By

Albert Gomez

Abstract

In reading and reflecting the book Reframing Organizations, this writer has encountered outstanding passages that have been briefly responded and expanded. The Bible student perspective upon the five most important lessons, the five most significant questions, and the five most valuable applications, finds different flavor on this classic business book. The complexity found in the world of organizations is remarkable, although in this work it is intended to highlight the simple and clear truths discovered through the reading process. The leaders and challenges mentioned behind great company's names, reveal interesting concepts useful for personal application in daily life.

Reframing Organizations: Artistry, Choice, and Leadership[1]

• The five more important lessons acquired.

• The three approaches.

The tragic end of KAL flight 007 in August 1983 teaches organizational failures and the fallacies in the way they are diagnosed (pp.18-22). Commonly, people's answer for difficult situations like this has in focus three different perspectives. One is the so called, "people-blaming approach" This view is the most common. Once the guilty is found everyone relaxes, now only one thing is left: punish the guilty. Another popular alternative is to blame the bureaucracy. This blame approach is geared to the system's fault that could be the organization's red tape; it's an impersonal approach. The third approach attributes problems to thirst for power. It is said that, "Organizations are jungles full of predators and prey (p. 32)." All these common approaches are based on partial truth. It is extremely difficult to have a simple and convincing answer in the complexity of the organizational system.

• Greed is not needed.

It is interesting to see how CEO Scott Paper brought "Chainsaw Al" Dunlap down after having doubled the profits and market value. Scott's strategy was downsizing to half the company's employees and to eliminate community activities and contribution to charities. This chief executive for short-term gains sacrificed Dunlap's future. Surveys done on downsizing reveal that most of the organizations over a ten-year period performed less that those who did not cut people. Experts Markel and Murray (1996),[2] have reported that, "downsizing too often turns into dumbsizing." Ignoring people's needs and mocking them for the love of money does not produce enjoyable fruits.

• Importance of human assets

Ewing Kauffman[3] understood how good it is to "Treat others as you would be treated" (p. 117). This businessman created a company that shares the profits and treats his employees as associates. He has not just succeeded in a pharmaceutical business but grew it into a multibillion-dollar company. Understanding and responding to the needs of both employees and customers brings positive results. Evidently people are attracted to participate in this type of atmosphere. When relationships between people and organizations have concern and appreciate human life, this whole world breathes easier.

• Former President Reagan's strategy. (pp. 180-181)

The president knew how important the first one hundred days' impression in office was. Really he started with a vision: to show himself active, dominant, sure, and purposeful. His advisers helped him to develop the vision and an expert in federal budget, David Stockman,[4] provided strategic direction. He had to move with speed and focus in two important issues that gave him the victory, getting a better report than his predecessors. In this case, successful leadership did not require especial manager or strategist skills, but a vision.

• One of the greatest strategists.

Alfred P. Sloan Jr. caused General Motors to become the world largest organization, from 1923 until his 1956 retirement (p. 304).[5] He was not a charismatic or inspirational leader, but talented in organizational structure. He created one of the world's first decentralized organizations, known as GM's multiple divisions, each producing different cars, at different prices. An important principle learned from Sloan's structural contribution is that, "Structural leaders succeed not because of inspiration but because they have the right design for the times and are able to get their structural changes implemented (p. 306)."

• The five most significant questions

• A good observation: "if people cannot learn to play tennis or a violin by listening to a lecture, why should they be able to develop human relationship skills that way?" (p. 137)

The question itself is revealing. Human relationship skills need practice. In today's business world managers are taught how to listen and communicate better with lectures. However, an experimental approach, like learning by doing, is more refreshing and effective, and having experience training groups helps to develop an interesting loose structured form of leadership. The best illustration is NUMMI (New United Motors Manufacturing, Inc.)[6], which has outstanding success built on a comprehensive human resource philosophy.

• Several good reflections: "Are we all sure we're infallible? Are we really hearing one another (p. 157)?"

The answer of course is no. How in the world can we handle irrationality if we are not able to bring our fellow man to a harmonious relationship? Again, NUMMI's success over the rest of GM's plants consists of effective human resource management:"There are no managers, no supervisors, only team members (p. 135)." In other words, the system used is based on people and relationship. Being human is being imperfect, although it is evident that when more interactions among humans are practiced less imperfections are being produced, especially under the umbrella of organizational leadership sharing a common goal. Organizations are realizing that their goals can not be stated purely on financial terms. We have heard that, "He might make you know that man shall not live by bread only, but …(Deut. 8:3 - NKJV)."

• A challenging question: "How can we help people learn from evaluations they find threatening (p. 216)?"

The concept behind the question is the uncertainty interpreting basic issues of meaning and belief. In a world of chaos and confusion people have many fears. Consequently, they become very cautious and concern looking for an answer for their dilemma. Through myths, rituals, ceremonies, and stories people try to find meaning, purpose, and passion worth to live by. On this road, organizations strive to gain understanding on symbols and culture to keep on growing and producing what people believe they need. An illustration is Goren Carstedt's case,[7] the head of Volvo France in the 1980's who, looking to increase sales, asked the French dealers, "I want to know what you think should be done and what Volvo can do to help you sell more cars. Tell me what we are doing wrong, what you want from us, and I'll see that is done if I possible can (p. 218)." Once symbols in people's culture are identified it can turn around an organization's failure. The key is to understand the evident linking symbols involved in the financial situation.

• Priority's search: "Does success breed a cohesive culture or the other way around (p. 231)?"

Paraphrasing the above question, someone could say that more money produces a coherent culture, or another could infer that an educated culture is more profitable than money. It seems clear for managers who understand the power of symbols that a cohesive culture has potential. Particularly when the leaders know how to shape their organizational culture in the light of the marketplace demand. They, like the Nordstrom family,[8] know what people love to have and they do their best to meet that culture need. Therefore, an organizational culture geared to supply exactly people's expectations is indeed a cohesive culture that breed success.

• Life value: "What mission is worthy of our loyalty and investment (p. 313)?"

Answering this question is to know how should we spend our lives. The potential is great. Wonderful things can be accomplished causing our lives be fulfilled with meaning, once the proper mission is found. Then symbols, interpretation of experiences, stories are important tools available for the task. However, it is essential to have a vision. Adolph Hittler, former Chrysler's president Lee Iacocca, SAS's CEO Jan Carlzon, like many others had a vision. Did they know where that vision came from? Have they created it themselves and them transmitted to others? Or it came from someone else? If the answer is "The best leaders are the best followers" (p. 315), who does any leader follow that will be worthwhile dedicating our lives to? Spiritual questions considered fundamental in human life are challenging all of us. People want to find out, "Who am I as an individual? Who are we as people? What is the purpose of my life and in our collective life? What ethical principles should we follow? What legacy will we leave (p. 351)?" Undoubtedly, the Bible has the answer to all these questions and more. God is looking down to see who really loves Him (2 Chr. 16:9). Even the unbeliever understands that, "Community must also be rooted in values that do not fail, values that go beyond the self-aggrandizement of human leaders (p. 352)."

• The five more valuable application to use.

• A high-performing commando unit. (p. 82)

It is very interesting to discover why commandos have the lowest rates of battle-related death or injuries. Their simple and effective strategy has application in teamwork preparation and teamwork action. To have a good coalition, two basic steps must be used. First, the entire teamwork democratically, without ranks, must bring ideas and make suggestions until the battle plan is accepted. Second, a vertical leadership has the responsibility for operational decisions to implement the democratic plan with authority for strategic structural changes. We have to learn from commandos' strategy and fight the battle together as one person with the counsel of many!

• Considering people first.(p.342)

Aaron Feuerstein[9] gives the leadership role model that is not frequently seen. For sure his sacrificial support went beyond people's expectations. The board member's advice disagreed with his generosity, but he kept helping his three thousand employees, paying their full salary for almost four months that cost him several million dollars. His godly principles were not vain. He not only in the long run undoubtedly recouped that money spent, but also gained respect, admiration, and loyalty from his employees. This is a rich illustration is to be emulated in our organizational leadership.

• Marriott's hotel doorman

We hardly expect in our busy world someone capable to risk his/her job to assist us in our difficult situations. When the Marriott's hotel guest rushed into the taxi to the airport leaving his briefcase on the sidewalk, he never thought that the doorman would meet him with his forgotten valuable briefcase.[10] A real story like this does not always have a happy ending, but it seems interesting that the organization valued the doorman's risky deed, which was "a living example of the company's commitment to going the extra mile (p. 222)." Curiously, the story has two heroes. The doorman and the manager who knew how to apply the situation wisely for the whole organization.

• Jihad and McWorld

An outstanding principle is found in these comments between tribalism and global capitalism dominating the world that reaches a prophetic level. Preceding words like"foreseeable future", "with potentially devastating consequences (p. 210)" are used to describe what Jihad and McWorld have in common: [11]

They both make war on the sovereign nation-state and thus undermine the nation-state's democratic institutions. Their common thread is indifference to civil liberty. Jihad forges communities of blood rooted in exclusion and hatred, communities that slight democracy in favor of tyrannical paternalism or consensual tribalism…Unless we can offer an alternative to the struggle between Jihad and McWorld, the epoch on whose threshold we stand - postcommunist, postindustrial, postnational, yet sectarian, fearful, and bigoted - is likely also to be postdemocratic. (p. 210)

Coinciding with this view is the Eagle Group's symbolic frame in which Carl Alsing[12] interpreted being with them this way: "it was kind of like recruiting for a suicide mission. You're gonna die, but you're gonna die in glory (p. 253)."

These remarkable statements, before the tragic events of September 11, are incredibly accurate in interpreting cultural behavior. The commonality described within these different ethnic groups shows how properly the subject is mastered. It has a powerful and valuable application proving how deep organizational culture can be analyzed.

• Underestimated symbolic meaning.

Coca-Cola's executive leaders did not realize the damage produced by destroying one of the American's most dear symbols when the New Coke replaced the Old Coke.[13] Anger and resentment from the public badly affected all Coke's employees that were estimated and proud of being part of such organization. The change for the New Coke had been rejected, as Guy Wullins expressed,[14] "When they took old Coke off the market, they violated my freedom of choice – baseball, hamburgers, Coke – they're all the fabric of America (p. 328)." The leaders rushed to compete with Pepsi and the change they made broke the principle of the symbolic frame. The classic taste of Coke was linked to cherished memories. Unintentionally Coca-Cola's organization hurt the public feelings removing a valuable symbol from their lives. Significant change has to be transitional and step by step.

In the same manner, countless times we underestimate the symbolic meaning of our walk in life. Nehemiah said, "Should such a man as I flee? And who is there, that being as I am, would go into the temple to save his life? I will not go in (2 Chr. 16:9 - KJV)." And concerning the sensitive moments that John the Baptizer experienced before being executed, the Lord Jesus said, "And blessed is he, whosoever shall not be offended in me (Matt. 11:6 - KJV)." The most valuable application is to consider carefully the consequences involved before implementing any change that might affect other people.

References

[1] Bolman, L. G. & Deal, T. E. (1999). Reframing Organizations: Artistry, Choice, and Leadership. San Francisco: Jossey-Bass

[2] Markels, A. & Murray, M. (1996, May 14). Call it Dumbsizing: Why Some Companies Regret Cost-Cutting . Wall Street Journal, p. 1

[3] Morgan, A.(1995) Prescription for Success: The Life and Values of Ewing Marion Kauffman. Kansas City, MO.: Andrews & McMeel

[4] Smith, H. (1988). The Power Game (pp.334-351). New York: Random House

[5] Lee, E. (1988). Call Me Roger (p. 42). Chicago: Contemporary Books

[6] Ibid., pp.234-235

[7] Hampden-Turner, C. (1992). Creating Corporate Culture: From Discord to Harmony (pp. 156-158). Reading, Mass.: Addison-Wesley

[8] Spector, R. & McCarthy, D. (1995). The Nordstrom Way: The Inside Story of America's # 1 Customer Service Company. New York: Wiley

[9] Ryan, M. (1996, Sep. 8). They Call Their Boss a Hero. Parade, pp. 4-5

[10] Deal, T. E. & Jenkins, W. A. (1994). Managing the Hidden Organization: Strategies for Empowering Your Behind-the-Scenes Employees. New York: Warner Books.

[11] Barber, B. R. (1995). Jihad vs. McWorld: How the Planet Is Both Falling Apart and Coming Together – and What This Means for Democracy (pp. 6-8). New York: Times Book.

[12] Kidder, T. (1981). The Soul of a New Machine (p. 66). New York: Little, Brown.

[13] Oliver, T. (1986). The Real Coke, The Real story (p. 132). New York: Random House.

[14] Morganthau, T. (1985, June 23). Saying 'No' to New Coke. Newsweek, pp. 32-33