enhancing organizational conflict consulting effectiveness

Dr. Neil Katz with Suzzette Harriott

Dept of Conflict Analysis and Resolution, Nova Southeastern University

Association of Conflict Resolution Conference, Minneapolis, 2013

Enhancing Organizational Conflict Consulting

Effectiveness:

Utilizing Multiple Frames and Reframing in Action

Gain knowledge of consulting strengths and vulnerabilities in relation to dominant frames

Acquire ability to analyze complex situations through reframing

Develop appreciation of multi-role and multi-frame use for managing organizational consulting challenges

Enhance sophistication/creativity of strategic thinking and consulting actions

Workshop Outcomes

Introduction to workshop

Survey to chart strengths & vulnerabilities

Orientation to the four frames Structural Human resource Political Symbolic

Use/misuse of the four frames-films, cases, role plays

Application to YOUR Challenges

Agenda

Determine cognitive and behavioral disposition toward one or more of the frames

Raise awareness of your strengths and opportunities for growth

Commit to working on multi-frame competencies Individual and group profiles

Please complete survey…..

Survey

Developed by Lee Bolman, Terrance Deal and John Gallos

Academic backgrounds in Public Administration, Sociology, Education

Based on abundant, credible research

Developed for Leadership/Management

Adapted for Managing Conflict and Change

Reframing Organizations

“The truly effective “leader” will need multiple tools, the skills to use each of them, and the

wisdom to match frames and situations.”~~Bolman and Deal -Bolman and Deal

Reframing Organizations

A cognitive and behavioral disposition

A mental map to read and negotiate a particular “territory”

Know where you are and what you need to do

Allows you to respond automatically to situations and events

Windows and Lenses: Enables you to see certain things Allows for heightened focus and clarity

Frames

Analyze events from multiple perspectives To explore “what is really going on” To paint a holistic picture

Allows us to consider different options

Enhances effectiveness of strategy/action

Effective leadership associated with usage of multiple frames and “principled flexibility”

Reframing

Sensemaking (C.Argyris, J. Gallos)—notice something, decide what to do about it (interpreting), determine what to do about it

Reflective Practitioner (D. Schon)—think deeply before taking action, reflect how things are going as you act, and adjust if necessary—continuous learning and adaptability key

Dance Floor and Balcony Metaphor ( R. A. Heifetz)

Framing/Reframing Process

Use The Four Frames as a guide…..

Read The Hospital Case

What issues need to be addressed?

What are the critical first steps that the Leadership Team should take?

Leadership in Action: The Hospital Case

Four Frames Approach

Metaphor: Factory or well-oiled machine

Roots: Management Science/sociology

Key question: What is the most helpful design/structure to achieve goals?

Focus: roles, reporting lines, policies, procedures, tasks, data, measurement, rational analysis

Structural Perspective

Design important to achieve goals/objectives

Rational thought fosters good decisions, predictability, order and agreements

Specialization and division of labor critical

Control and coordination necessary

Problems and performance gaps due to structure

Structural Key Assumptions

Function as an architect, designer, planner

Clarify goals, roles, expectations, regulations

Establish/reaffirm procedures & policies and lines of responsibility/accountability

Focus on tasks, facts, logic: not personalities or emotions

Design environment and implement structure to fit circumstances and align with goals

Strive for agreements using objective data

Structural Strategies

(to address confusion and chaos)

Metaphor: Extended Family

Roots: Social Psychology

Key Question: How well does leadership and organization meet human needs?

Focus on caring, relationships, teamwork, communication, motivation, satisfaction, feelings, involvement, empowerment, commitment, trust

Human Resources Perspective

Work/Institutions exist to serve human needs

A good fit benefits both: individuals find meaning and satisfaction and leaders get the talent and energy they need to succeed

Investment in people demonstrated through training, coaching, empowerment, affirmation and rewards

Goal of actions: high morale and commitment, productivity

Human Resource Key Assumptions

Serve as facilitator, catalyst, coach, mentor

Recognize rapport/involvement as keys to success

Tend to human interactions and relationships

Respond to needs to ensure loyalty/commitment

Support and empower people Communicate warmth and concern Keep communication lines open Listen/respect their aspirations, interests Give people resources, autonomy, & opportunity to

do their work and self-actualize

Human Resource Strategies

Metaphor: Jungle to compete and survive

Roots: Political Science

Key question: How does one handle conflict and gather/distribute resources

Focus on: Building a power base through networking,

coalitions & alliances Getting access to and influencing key players Effective negotiation and bargaining Controlling the agenda Shaping how the conflict is waged Minimizing losses and maximizing gains

Political Perspective

Individuals and interest groups have enduring differences

Most important decisions involve the allocation of scarce resources – who gets what

Scarce resources and enduring differences ensure conflict and make power and influence critical factors

Goals & decisions emerge from stakeholder negotiating, and jockeying for position

Survival and justice key

Political Key Assumptions

Serve as advocate, master negotiator

Recognize political reality and deal with conflict

Know the players and build linkages to key stakeholders and interest groups

Build power base and use power carefully

Create arenas for negotiation/compromise

Rally troops against outside enemy

Persuade first, negotiate second, coerce last

Political Strategies

Metaphor: Organization as theatre/temple

Roots: Social and cultural anthropology

Key question: What are the shared values and symbols and what gives hope, meaning to people

Focus on creating meaning, belief, and faith; understanding role and power of culture; utilizing ceremonies, rituals, stories and myths to inspire

Symbolic Perspective

What is most important about any event is not what happened, but what it means

Events have multiple meanings because people interpret experience differently

In the face of uncertainty and ambiguity, people need and create anchors to resolve confusion, provide direction, hope and faith

Symbolic Key Assumptions

Interpret experience for meaning and purpose

Function as prophet, playwright, poet

Articulate a persuasive, inspiring vision

Communicate passion/ be visible & energetic

Show people how they and their work contribute

Study and use culture

Use dramatic, visible symbols (stories, rituals, artifacts) to involve and motivate people

Symbolic Strategies

“When the world seems hopelessly confusing and nothing is working, reframing is a

powerful tool for gaining clarity, regaining balance, generating new options, and

finding strategies and actions that work.”

~~L.Bolman and T. Deal

Power of Reframing

Nelson Mandella

Video Clip