Summaries of Chapter 1 & 2 in Reframing Organizations by Lee G. Bolman and Terrence E. Deal
(450)Chapter 1: Introduction: The Power of Reframing
This chapter defines Bolman and Deal’s (2008) evaluation of leadership strategies, which involved the process of “reframing” the perspective of the manager. This reframing process is initially describe by the example of Home Depot CEO, Robert Nardelli, as part of this ever-changing learning process in leadership development. This example provides insight into Nardelli’s excellent operational skills as a manager, but his close-mindedness towards customer service and employee morale: “Nardelli’s old boss, Jack Welch, called him the best operations manager he’d ever seen. Yet, as talented and successful as he was, Nardelli flamed out at Home Depot because he was only seeing part of the big picture” (Bolman and Deal 4). In this case, Nardelli’s one-dimensional approach to the overall operations of the company was not enough to sustain the company’s long-term success. This …show more content…
Bolman and Deal (2008) evaluate different methods of framing by providing case studies to illustrate the success of a multi-frame leader versus that of a single-frame thinker in leadership roles. For instance, Bensimon’s (1989,1990) provides evidence of les experience on the part of single-frame leaders, which defines the importance of a multi-frame perspective in handling the diverse and complex challenges in everyday manager operations: “single-frame presidents tended to be less experienced” (Bolman and Deal 325). This process of evaluating case studies in multi-frame leadership becomes the me4xus of this chapter, since it reveals how experience and knowledge contribute to strong leadership in complex
(450)Chapter 1: Introduction: The Power of Reframing
This chapter defines Bolman and Deal’s (2008) evaluation of leadership strategies, which involved the process of “reframing” the perspective of the manager. This reframing process is initially describe by the example of Home Depot CEO, Robert Nardelli, as part of this ever-changing learning process in leadership development. This example provides insight into Nardelli’s excellent operational skills as a manager, but his close-mindedness towards customer service and employee morale: “Nardelli’s old boss, Jack Welch, called him the best operations manager he’d ever seen. Yet, as talented and successful as he was, Nardelli flamed out at Home Depot because he was only seeing part of the big picture” (Bolman and Deal 4). In this case, Nardelli’s one-dimensional approach to the overall operations of the company was not enough to sustain the company’s long-term success. This …show more content…
Bolman and Deal (2008) evaluate different methods of framing by providing case studies to illustrate the success of a multi-frame leader versus that of a single-frame thinker in leadership roles. For instance, Bensimon’s (1989,1990) provides evidence of les experience on the part of single-frame leaders, which defines the importance of a multi-frame perspective in handling the diverse and complex challenges in everyday manager operations: “single-frame presidents tended to be less experienced” (Bolman and Deal 325). This process of evaluating case studies in multi-frame leadership becomes the me4xus of this chapter, since it reveals how experience and knowledge contribute to strong leadership in complex