Fourth Fourth Edition The Classic Leadership Resource Now In Its 4th Edition! Edition FIRST PUBLISHED IN 1984, Lee Bolman and Terrence Deal’s best-selling book has become a classic in the fi eld. Its four- O R frame model examines organizations as factories, families, jungles, and theaters or temples: e • The Structural Frame: how to organize and structure groups and teams to get results r • The Human Resource Frame: how to tailor organizations to satisfy human needs, improve human resource g f management, and build positive interpersonal and group dynamics r a • The Political Frame: how to cope with power and confl ict, build coalitions, hone political skills, and deal with a internal and external politics n • The Symbolic Frame: how to shape a culture that gives purpose and meaning to work, stage organizational m drama for internal and external audiences, and build team spirit through ritual, ceremony, and story i z i This new edition contains a wealth of new examples from both the private and the nonprofi t sectors. In addition, the book a Reframing n offers updated content and expanded discussions of self-managing teams, dramaturgical and institutional theory, change theory, the “blink” process, “black swans,” and gay rights. There is an Instructor’s Guide available online. t g i The Authors o Lee G. Bolman holds the Marion Bloch Missouri Chair in Leadership at the Bloch School of Business and Public Administration at the n Organizations University of Missouri–Kansas City. He consults worldwide to corporations, public agencies, universities, and schools. He lives in s Kansas City, Missouri. Terrence E. Deal is the retired Irving R. Melbo Clinical Professor at the University of Southern California’s Rossier School of Education. He now writes and makes wine in San Luis Obispo, California. He is the coauthor Artistry, of sixteen books, including the best-selling Corporate Cultures (with Artistry, Choice, and Leadership Choice, and A. A. Kennedy, 1982) and Managing the Hidden Organization (with W. A. Jenkins, 1994). He lives in San Luis Obispo, California. Leadership D B E O LEE G. BOLMAN A L L M MANAGEMENT/LEADERSHIP A N TERRENCE E. DEAL www.josseybass.com Best-selling authors of LEADING WITH SOUL pp0011..iinndddd 22 66//3300//0088 22::2222::3300 PPMM FOURTH EDITION Reframing Organizations Artistry, Choice, and Leadership Lee G. Bolman (cid:127) Terrence E. Deal ffffiirrss..iinndddd ii 77//11//0088 33::3300::1111 PPMM Copyright © 2008 by John Wiley & Sons, Inc. All rights reserved. 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Readers should be aware that Internet Web sites offered as citations and/or sources for further information may have changed or disappeared between the time this was written and when it is read. Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with respect to the accuracy or com- pleteness of the contents of this book and specifi cally disclaim any implied warranties of merchantability or fi tness for a particular purpose. No warranty may be created or extended by sales representatives or written sales materials. The advice and strategies contained herein may not be suitable for your situation. You should consult with a professional where appropriate. Neither the publisher nor author shall be liable for any loss of profi t or any other commercial damages, including but not limited to special, incidental, consequential, or other damages. Jossey-Bass books and products are available through most bookstores. To contact Jossey-Bass directly call our Customer Care Department within the U.S. at 800-956-7739, outside the U.S. at 317-572-3986, or fax 317-572-4002. Jossey-Bass also publishes its books in a variety of electronic formats. Some content that appears in print may not be available in electronic books. Library of Congress Cataloging-in-Publication Data Bolman, Lee G. Reframing organizations : artistry, choice, and leadership / Lee G. Bolman, Terrence E. Deal.—4th ed. p. cm.—(The Jossey-Bass business & management series) Includes bibliographical references and index. ISBN 978-0-7879-8798-5 (cloth) ISBN 978-0-7879-8799-2 (pbk.) 1. Management. 2. Organizational behavior. 3. Leadership. I. Deal, Terrence E. II. Title. HD31.B6135 2008 658.4'063—dc22 2008022738 Printed in the United States of America fourth edition HB Printing 10 9 8 7 6 5 4 3 2 1 PB Printing 10 9 8 7 6 5 4 3 2 1 ffffiirrss..iinndddd iiii 77//11//0088 33::3300::1133 PPMM The Jossey-Bass Business & Management Series ffffiirrss..iinndddd iiiiii 77//11//0088 33::3300::1133 PPMM An updated online Instructor’s Guide with test bank is available at www.wiley.com/college/bolman Available in spring 2009: New with this fourth edition of Reframing Organizations is an online assessment program that runs in Blackboard, WebCT, and Vista. Each chapter includes 15–20 multiple choice, true/false, matching, and essay questions designed to assess understanding of the key concepts presented in the text. Multiple choice, matching, and true/false questions will include detailed feedback for incor- rect answers, and students will also be provided references to the text for incorrect answers. Please consult your sales representative for further details. ffffiirrss..iinndddd iivv 77//11//0088 33::3300::1144 PPMM C O N T E N T S Preface vii PART ONE Making Sense of Organizations ONE Introduction: The Power of Reframing 3 TWO Simple Ideas, Complex Organizations 23 PART TWO The Structural Frame THREE Getting Organized 45 FOUR Structure and Restructuring 71 FIVE Organizing Groups and Teams 99 PART THREE The Human Resource Frame SIX People and Organizations 119 SEVEN Improving Human Resource Management 139 EIGHT Interpersonal and Group Dynamics 165 v ffttoocc..iinndddd vv 77//11//0088 33::3333::1155 PPMM PART FOUR The Political Frame NINE Power, Confl ict, and Coalition 191 TEN The Manager as Politician 211 ELEVEN Organizations as Political Arenas and Political Agents 229 PART FIVE The Symbolic Frame TWELVE Organizational Symbols and Culture 251 THIRTEEN Culture in Action 279 FOURTEEN Organization as Theater 293 PART SIX Improving Leadership Practice FIFTEEN Integrating Frames for Effective Practice 311 SIXTEEN Reframing in Action: Opportunities and Perils 327 SEVENTEEN Reframing Leadership 341 EIGHTEEN Reframing Change in Organizations: Training, Realigning, Negotiating, and Grieving 373 NINETEEN Reframing Ethics and Spirit 397 TWENTY Bringing It All Together: Change and Leadership in Action 411 TWENTY-ONE Epilogue: Artistry, Choice, and Leadership 435 Appendix: The Best of Organizational Studies: Scholars’ Hits and Popular Best-Sellers 439 References 445 The Authors 481 Name Index 483 Subject Index 494 vi Contents ffttoocc..iinndddd vvii 77//11//0088 33::3333::1166 PPMM P R E F A C E T his is the fi fth release of a work that began in 1984 as Modern Approaches to Understanding and Managing Organizations. We’ r e grateful to readers around the world who have told us the book gave them ideas that make a difference— a t work and else- where in their lives. I t is time for an update, and we’ r e gratifi ed to be back by popular demand. Like everything else, organizations and their leadership challenges have been chang- ing rapidly in recent years, and scholars have been running hard to keep up. This edition tries to capture the current frontiers of both knowledge and art. The four - frame model, with its view of organizations as factories, families, jungles, and temples, remains the book ’ s conceptual heart. But much else has changed. We have updated our case examples extensively to keep up with the lat- est developments in managerial practice. We have updated a feature we inaugu- rated in the third edition, “ g reatest hits in organization studies.” These features offer pithy summaries of key ideas from the some of the most infl uential works in the scholarly literature (as indicated by a citation analysis, described in the Appendix at the end of the book). As a counterpoint to the scholarly works, we have also added occasional summaries of recent management best - sellers. Life in organizations has also produced many new examples, and there is new material throughout the book. At the same time, we worked zealously to mini- mize bloat by tracking down and expunging every redundant sentence, mar- ginal concept, or extraneous example. We are proud that, despite new material in vii ffllaasstt..iinndddd vviiii 66//3300//0088 22::2200::5577 PPMM every chapter, this edition is actually a bit shorter than the last one. At the same time, we ’ ve tried to keep it fun. Collective life is an endless source of examples as entertaining as they are instructive, and we’ v e sprinkled them throughout the text. We apologize to anyone who fi nds that an old favorite fell to the cutting - room fl oor, but we think most readers will fi nd the book an even clearer and more effi cient read. A s always, our primary audience is managers and future leaders. We have tried to answer the question, What do we know about organizations and lead- ership that is genuinely relevant and useful to practitioners? We have worked to present a large, complex body of theory, research, and practice as clearly and simply as possible. We tried to avoid watering it down or presenting simplistic views of how to solve managerial problems. Our goal is to offer not solutions but powerful and provocative ways of thinking about opportunities and pitfalls. W e continue to focus on both management and leadership. Leading and man- aging are different, but they ’ re equally important. If an organization is overman- aged but underled, it eventually loses any sense of spirit or purpose. A poorly managed organization with a strong, charismatic leader may soar briefl y — only to crash shortly thereafter. Malpractice can be as damaging and unethical for managers and leaders as for physicians. Myopic managers or overzealous lead- ers usually harm more than just themselves. The challenges of modern organiza- tions require the objective perspective of managers as well as the brilliant fl ashes of vision that wise leadership provides. We need more people in managerial roles who can fi nd simplicity and order amid organizational confusion and chaos. We need versatile and fl exible leaders who are artists as well as analysts, who can reframe experience to discover new issues and possibilities. We need managers who love their work, their organizations, and the people whose lives they affect. We need leaders and managers who appreciate management as a moral and ethi- cal undertaking. We need leaders who combine hard- h eaded realism with pas- sionate commitment to larger values and purposes. We hope to encourage and nurture such qualities and possibilities. As in the past, we have tried to produce a clear and readable synthesis and integration of the fi eld ’ s major theoretical traditions. We concentrate mainly on organization theory ’ s implications for practice. We draw on examples from every sector and around the globe. Historically, organization studies have been divided into several intellectual camps, often isolated from one another. Works that seek viii Preface ffllaasstt..iinndddd vviiiiii 66//3300//0088 22::2200::5588 PPMM