The reorganization of the 116th ACW from a Total Force Wing to a classic Associate Wing allowed the guard to fully pursue the recapitalization of the JSTARS fleet. The ANG at Robins, AFB unlike active duty has a vested interest in keeping the JSTARS fleet at Robins and to ensure that a new airframe is acquired. The leadership of the ANG has taken full advantage of the new political frame. Bolman and Deal (2013) state that political leaders build linkages to key stakeholders, and focus their attention on building relationships and networks (p364). The 116th ACW leadership had to ask itself a key political frame work question; do the current resource allocation processes support the new structure (Yolitz, 1997)? The answer was no. An outdated
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Using each of the four frames allows, the 116th ACW to view the reorganization in at least four distinct ways. The leadership of the 116th ACW can look at reframing as their “basic prescription for sizing things up” (Defoe, 2013). The Reframing model captures the subtlety and complexity of organizational life, but in a simple, useful format, and useable process. Each of the four frame has its own distinctive qualities. However to be effective organizations and leaders should use aspects from all four frames to gather insight and evaluate change. Being able to use the different frames to ask specific questions can be used to determine what is going on within an organization and what options are available to leadership and which ones are worth considering. My recommendation would be for the leadership of the 116th ACW to use the four frame model to evaluate future situations through each of the four frames and integrate their perceptions into a personal theory of the organization. Bolman and Deal (1997) state that “The ability to reframe an experience enriches and broadens a leader’s repertoire… [leaders] are imprisoned only to the extent that their palette of ideas is impoverished” (p.
Using each of the four frames allows, the 116th ACW to view the reorganization in at least four distinct ways. The leadership of the 116th ACW can look at reframing as their “basic prescription for sizing things up” (Defoe, 2013). The Reframing model captures the subtlety and complexity of organizational life, but in a simple, useful format, and useable process. Each of the four frame has its own distinctive qualities. However to be effective organizations and leaders should use aspects from all four frames to gather insight and evaluate change. Being able to use the different frames to ask specific questions can be used to determine what is going on within an organization and what options are available to leadership and which ones are worth considering. My recommendation would be for the leadership of the 116th ACW to use the four frame model to evaluate future situations through each of the four frames and integrate their perceptions into a personal theory of the organization. Bolman and Deal (1997) state that “The ability to reframe an experience enriches and broadens a leader’s repertoire… [leaders] are imprisoned only to the extent that their palette of ideas is impoverished” (p.