Reframing Organizations

Bolman, Lee G. and Terrence E. Deal, 2008. Reframing Organizations: Artistry, Choice, and Leadership, fourth edition. San Francisco, CA: Jossey-Bass.

Scholar, consultant and speaker, Lee G. Bolman (website: http://www.leebolman.com/) has a Ph.D. from Yale University in Organizational Behavior is currently the Marion Bloch Missouri Chair in Leadership at the University of Missouri-Kansas City. Bolman is a prolific writer and has co-written at least seven books with Terrence Deal.

Dr. Deal is the Irving R. Melbo Professor at University of Southern California’s Rossier School. He is an internationally known lecturer and author who has written numerous books on leadership and organizations. Deal has a Ph.D. in Educational Administration and Sociology from Stanford University.

Bolman and Deal’s purpose in writing Reframing Organizations is broad and encompassing, outlined as follows:

“Our purpose in this book is to sort through the multiple voices competing for managers’ attention. In doing so, we consolidate major schools of organizational thought into four perspectives…we have chosen the label frames. In describing frames, we deliberately mix metaphors, referring to them as windows, maps, mind-sets, tools, lenses, orientations, and perspectives because all these images capture part of the ecumenical idea we want to convey” (12),

with the expressed goal to offer “usable knowledge” to their readers (13). Bolman and Deal appear to be sensitive to the struggles of managers and leaders to tame “our wild and primitive workplaces” (9) and offer a way of allowing the creative response to flow in understanding and working with the dynamics of an organization.

The second purpose of Reframing Organizations is found in its subtitle, Artistry, Choice and Leadership. Bolman and Deal demonstrate how reframing and a four-frame approach to organizations, management, and good leadership work. The authors present many real-life cases and organizational examples from the four different perspectives. The writers basically ask four questions: What is going on structurally? What is going on from a human resource perspective? What is going on politically? What is going on symbolically? Throughout the book, the reader is challenged to cultivate good diagnostic habits and develop an appreciation for comprehensive views of organizational dynamics that require Artistry, Choice and Leadership.

By Reframing, which “is more art than science” (433), the authors mean looking at events, problems or decisions from different viewpoints in order to avoid self-protective biases and leadership blindness (169). Patience, clarity, and flexibility are huge requirements for reframing because organizations are complex and “wild.” The reframing process requires that the leader find out what is “really” going on and then using that information to inform action. Looking at events, problems or decisions through structural, human resource, political, and symbolic lenses lessens the likelihood of oversimplifying the challenge.

Reframing also expands Choice by developing options. Too often a leader feels trapped because he or she sees only one solution or locks into one of only two alternatives. Reframing with structural, human resource, political, and symbolic perspectives frees the leader to see a multitude of options. The four different ways to approach, define a problem, offer a diagnosis and match with corresponding implications for leadership leads to effective action. This systematic way of generating options and expanding choices is empowering for the leader. Reframing Organizations seems to be based on the belief that this kind of empowerment is critical for individual and organizational success.

Bolman and Deal’s concept of Artistry is based on a belief in the importance of using skills and imagination to create possibilities for beauty, enjoyment and satisfaction in organizational life. People within an organization can be overwhelmed by the mechanistic approach to things, the seemingly political falseness or the daunting mission, therefore the artistry of the leader to create an environment that is satisfying, enjoyable and to a large extent spiritually enhancing is a necessary dynamic for long term success.

Perhaps the greatest tool taken from Reframing Organizations as it applies to Leadership is the craft of reframing. One learns to examine the same situation from multiple vantage points with the goal of developing a holistic picture. Each Frame provides advantages, but also blind spots. The Structure frame has a tendency to ignore everything outside a particular jurisdiction or not within its rules, policies, or organizational charts. Reliance on structure alone would be to completely ignore the other frames’ influence. Relying wholly on the Human Resources frame may cause a leader to cling to a “romanticized view of human nature.” Not every member of the organization is looking for growth and collaboration. Holding tight to a Politics frame can create cynicism and mistrust – often judged to be amoral, scheming, and unconcerned about anything, but power. Finally, the Symbolic frame by itself can become mere “fluff or camouflage” (339).

As I apply the theories and ideas of reframing first to my organizational context and then to my local context, it is clear that the chief mode of operations are within the Symbolic frame followed by the Structure frame, then, the political and lastly the Human Resources, where by my analysis we are least effective.

The Salvation Army’s strength is in the story; The Salvation Army, as an organization, uses narratives, symbols, rituals, and myths to provide an explanatory context for their efforts. Heroes like William and Catherine Booth, Ash-Barrel Jimmy, Captain Tom (well known in Chicago as a derelict who went on to care for the souls of other derelicts), Joe the Turk and many, many others whose stories are repeated. I suspect every community where a Salvation Army has been established has a story of its origins. For example, in Grand Rapids, The Salvation Army opened-fire by the invitation of a wealthy merchant who had seen The Salvation Army at work in Canada, convinced a number of the city fathers that The Salvation Army was exactly what Grand Rapids needed. The merchant financed The Salvation Army’s opening. When the two young women officers who were assigned the duty of opening the work arrived, the drayman (a known drunk) who carried up their trunks was suddenly stricken with an overwhelming fear and fled without taking his pay. A few weeks later, the same man came to an Army meeting and was overwhelmed by the Spirit of God and wept at the altar. The story is he knew nothing about The Salvation Army when the women had arrived and he had fled in fear. The man became known in the community for the amazing change.

One of the core assumptions of the Symbolic Frame is that the most important aspect of any event is not what happened, but what it means. Activity and meaning are loosely coupled: events often have multiple meanings because people interpret experiences differently. The uncertainties of life —what happened, why it happened, or what will happen next are all puzzles that add adventure to the ongoing story. I have been in meetings where terrific ideas have been presented with factual analysis and excellent, strong arguments where people were apathetic and cool until a story was told; the people were animated with the story. High levels of ambiguity and uncertainty undercut rational analysis, problem solving, and decision making. In these same meetings, the budget can be in the red and the situation hopeless, but let someone cast a vision in the story and amazing things happen. In the face of uncertainty and ambiguity, people create symbols to resolve confusion, and anchor hope and faith. Many events are more important for what is expressed than what is produced. Such gatherings and activities form a cultural tapestry of myths, rituals, ceremonies, and stories that help people find meaning, purpose, and passion (216-17).

The real world application, however, is not to “glory” about the chief frame in which we operate, but recognizing it, we (my team and leadership) can operate creatively in all four frames. I recommend some time be taken to discover one’s personal frame orientation and then look for ways to be creative with the team in moving in and out of the various other frames. Immediately, I would recommend that something be accomplished to elevate the human resource arena by following several of the recommendations from Bolman and Deal:
• believe in people and communicate that belief in words and actions
• be visible and accessible
• empower others
will have some immediate affect on my local situation.

I was surprised this morning in the reading for the Bible in 90 days (http://www.biblein90days.org/ ) portion of Scripture. Job prayed for his friends who had poor to mediocre counsel for him during his days of trial. God instructed the friends to bring an offering and Job would pray for them. This so impressed me: my calling is to be a man of prayer and intercession. We believe in the priesthood of all believers.

In The Salvation Army and at FHC we participated in a 24/7 prayer effort. I sensed an amazing outpouring from people who took up the challenge to seek God every hour around the clock. We held a prayer concert that was a tremendous blessing to me. Everyone who participated sensed the Lord’s powerful Presence! Praise Him!

There is much that God seeks to do in your life and mine. A lot of what the LORD seeks to accomplish has to do with how well and how deeply we are connected to Him in relationship – what the status of our being is. Job certainly grew in his reliance on God through all of the trials he faced AND God blessed him for it. He listened to his prayer and bless those for whom Job prayed.

This is the final hours at Little Pine Island camp (http://www.lpicamp.org/) in Comstock Park, MI – well, my experience this camp session. Last night at the “call to the cross,” well over 2/3 of the camp stood when the question was asked as to who had invited Jesus Christ into their hearts and lives this week at camp. It was wonderfully overwhelming. I thank God for those who have prayed for these kids and this camp. I WILL NEVER MAKE FUN OF A CAMP COUNSELOR or belittle his or her role again! These folks who rise to the call of serving kids in this way WILL BE BLESSED!

I pray many will take up the mantle and pray for the next generation of kids. Don’t be afraid to make friends with them. The truth is the evil one has attacked us so hard and fierce that many adults are afraid to engage kids – fearing they will be accused falsely or their motives will be misunderstood. I believe it is an attempt by the evil one to isolate a generation. Our battle is to be wise and take all the safety precautions we are able to guard against danger and harm to kids and then love them, pray for them, use words in powerful, encouraging ways.

I have been reading the Bible in 90 Days (http://www.biblein90days.org/ ). It’s been a challenge, there is no doubt.! I missed several days and have had to catch up and in fact, am actually behind this moment. BUT there is a wonder at reading the Word of God in large portions – books and entire narratives in one setting. It is a wonder of how God, by the inspiration of the Holy Spirit orchestrate a beautiful, ancient document and allow this narrative to be alive and full of meaning thousands of years after its actual writing. I am amazed and thankful.

I also want to note this morning, that I am serving at camp Little Pine Island (http://www.lpicamp.org/). Along with another officer, we are serving as cabin counselors. The camp was short resident men staff for this session. So, we are in a small space (although Captain Jeff and I do have our own sleeping area). The boys are 10-12 years old and there are eleven of them. There is a little “wildness” in them, but even for this old guy, it is great to see these kids grow over this short week. Last night, we shared prayer requests and prayed together in what seemed to be a pretty significant moment.

Some of these boys from Salvation Army centers around Western Michigan and Northern Indiana are pretty troubled – they come from troubled homes, economically challenged, some dysfunctional, possibly abusive. I heard the camp director, Curtis Britcher, share how a study and assessment was done of the camp and the campers overwhelmingly stated in their feedback that LPI was a safe place in their lives. I thought that was commendable. I can see it in the kids I am sharing a week of life with. Many of these boys have some issues – some are normal 10, 11 and 12 year old boy stuff and others have serious medical concerns related to emotional and psychological concerns, I pray that these guys see God’s working in the fun, adventure and activities they participate in.

BOOK REVIEW: OUTLIERS - Malcolm Gladwell

Gladwell, Malcolm, 2008. Outliers: The Story of Success. New York: Little, Brown and Company.

Malcolm Gladwell (b. 1963) has his own website, http://www.gladwell.com/ were there are questions and answers concerning several of Gladwell’s writings including, Outliers, The Tipping Point and Blink. Gladwell is a staff writer for the New Yorker magazine, prior to which he served as a reporter for the Washington Post. He has a history degree from the University of Toronto, Trinity College.

Gladwell writes his book, Outliners, as a hodge-podge of historical facts and seemingly coincidences that characterize a significant truth: “…look beyond the individual…understand the culture he or she is a part of, and who their friends and families were, and what town their families came from…to appreciate the idea that the values of the world we inhabit and the people we surround ourselves with have a profound effect on who we are” (10-11). Gladwell’s plan is to bring this understanding to the concept of success.

Gladwell tears down the myth of individual merit to explore how culture, circumstance, timing, birth and luck account for success. It is all interesting and a great read. It is interesting to know that historical legacies can hold others back despite ample individual gifts. Some of the familiar people stories are known to me, it still is fun and interesting the way Gladwell puts these things together.

This thing about Gladwell’s writing that I like is also a hazard for Outliers. For example, in seeking to understand why Asian children score higher on math tests, Gladwell explores the timely labor required to cultivate rice as it has been done in East Asia for thousands of years. Although fascinating this is all interesting, the conclusions seem forced and even bordering on racist. The proof that a rice-growing heritage explains math prowess, as Gladwell asserts, is a stretch for me.

One statement that Gladwell makes is that “success arises out of the steady accumulation of advantages” (175). He also contrasts this point by showing how failure is also a steady accumulation of disadvantages as he studies the past 40 years of plane crashes. This is a helpful reminder for the minister who engages people in various states of life and living. I am a tool to allowing the people I serve to have opportunities to accumulate advantages, as God would lead me. We need to accumulate advantages by continually behaving out of faith, perseverance, character and hope, which will naturally bear the fruit of our calling due to the common source that each come from. We need to accumulate advantages by surrounding ourselves in the resources for our calling, support, and opportunity. We also need to be very aware of the disadvantages that surround us and not be ignorant of the impact that the accumulation of those has.

The combination of Gladwell’s view that talent, opportunity in a community context and hard work produce success are interesting to ponder. The point apparently is as mentioned: success is not just 10% inspiration and 90% perspiration - it's also involvement of community and network connections sprinkled with opportunity.I think as I read some of William Booth's (founder of the Salvation Army) writings he might agree with some of Gladwell's observations. Then how does one engage those who have limited opportunities, limited networking potential, and broken community context? Give the person food (sometimes this should not be completely free so as to diminish the dignity of the individual), a place to sleep, a suit of cloths, a job and teach Jesus Christ so that that one may also share the Good News of Jesus.

FINALLY, I believe in the convergence of the God of perfect timing. I have seen and bear witness to the God who takes a willing soul and transforms that person into a leader, a "fisher" of the souls of men, women and children in powerful ways. The right place at the right time is the story of the believer!

In my setting, among members of my congregation the health of community connection, networking in relationships that are based on a surrender and depth that is more than the culture can offer, based on the love of God that stirs within the hearts of believers.

DISPOSABLE PEOPLE

Bales, Kevin (2000). Disposable People: New Slavery in the Global Economy. Berkley: University of California Press.

Kevin Bales, President of “Free the Slaves,” is considered the leading expert concerning trafficking and slavery in the world today. Bales is Emeritus Professor of Sociology in London at Roehampton University. He also serves on the board of Directors for the International Cocoa Initiative.
Disposable People, although seemingly dated, is filled with valuable information concerning current slavery and human trafficking issues. Bales presents cases from around the globe targeting some of the most significant places in the world notorious for slave trafficking. These places include Thailand, Mauritania, Brazil, Pakistan and India. There is mention of other nations and other issues related to trafficking, but by and large these nations have the highest incidence for trafficking in humans. Surrounding these national identities are case scenarios presented. Disposable People contains five case studies: sex slavery in Thailand; chattel slavery in Mauritania, with White Moor masters and Black slaves; charcoal-makers on the frontier in Brazil; brick-makers held in debt-bondage in Pakistan, through fraud and dishonest accounting; and farmers in debt-bondage in India. In each case Bales presents the personal stories of a few individuals, analyses the economic and political causes of their slavery, and sketches its broader social and historical contexts.
The author lists some practical counsel on how to combat this world-wide issue. One way is through economic connection in which Bales suggests ordinary people in the developed world to put pressure on their financial investments in pensions and mutual funds where investments include connections to such practices. Another is political action, economic sanctions or to pressuring governments to enforce anti-slavery legislation.
Ending slavery and human trafficking is no easy task: it is certainly more complex than simply making a proclamation or announcement. Bales explains that "being free means more than just walking away from bondage" (253); to protect freed slaves from starvation or re-enslavement, it is essential to provide education, training, and psychological support to enable them "to find their own way into true freedom" (253).
I certainly appreciated Bales and his clear and candid glimpses of the pains and horrors of modern slavery. It was disturbing to read some of the case scenarios and even more alarming that it seems so little is being accomplished.
I also appreciated the concluding “Coda” that lists some simple actions steps which people can do now, myself included. These were to ask tough questions of charities and missionaries, politicians and governmental agencies. We can also add the confronting of products produced in places where slave labor is engaged, watching closely for those products not produced in such a manner..
It seems overwhelming to consider all the horrors of human trafficking and slave laboring – let alone the pain of sex trafficking among women and children. The disgust of these atrocities is almost more than I can bear. Will economic pressures work? It almost seems impossible, yet if people are educated and provided the understanding, perhaps together impact could be made to eliminate the stain of slavery.

Breen, Mike, 2002. The Apostle’s Notebook. Eastbourne, UK: Kingsway Communication, LTD.

Mike Breen has developed a pattern for the transformation of churches and people today that links the Church with a culture that has blurred boundaries. Breen’s concept is LifeShapes and as rector of St. Thomas’ Church in Sheffield, UK, Breen used LifeShapes to grow and transform his parish into one of the largest churches in England, of which the majority of attendees were under 40 years old. Breen has been associated with Community Church of Joy in Glendale, AZ and as an instructor at Fuller Theological Seminary. He has authored Choosing to Learn from Life and The Circle and co-authored The Passionate Church and A Passionate Life with Walt Kallestad.
Breen writes his book, The Apostle’s Notebook, as a helpful guide to those who are church leaders: he defines a rise in the need for an apostolic ministry. Breen does not mean an apostolic ministry in the sense of domineering leaders, but rather in leaders who are gifted of God and “sent” from him to pioneer, plant, bridge, and/or build. His thesis is that in exploring the role of apostle with Jesus Christ as the example. Breen writes, “…the book seeks to explore apostolic ministry using Jesus as the starting point…I am convinced that the world needs more people who recognize that they are ‘sent’ by God to bring his kingdom, share his gospel and build his church” (13).

The Apostles Notebook unfolds with a clear definition of what is intended by apostle. The word, “apostle” means one who is sent or “sent-out-ones” (16). Breen reflects on examples from the gospels where clearly Jesus is the apostle of God in the manifestations of his ministry and teaching. From the example of Jesus, the reader discovers the foundation for the purposes of the apostle to be the pioneer, planter, “bridger,” and/or builder.

The next section of the book weaves out of the example of Jesus the various apostolic roles and offers the evidence of these in the Apostles Paul, Peter, John and others and their example from the Acts of the Apostles, the epistles and historical discoveries. Breen then ties the historical and biblical examples to practical and contemporary issues and needs of those who sense a calling to be “sent.”

The final portion of the book offers the reader more opportunity to reflect on what has been presented in the previous chapters. Breen defines clearer his definitions of base and phase ministries (those main themes of ministry and service that one is engaged in and then those which are temporary “anointing” for a particular time and/or place). Breen also provides a questionnaire concerning the five-fold ministries expressed in Ephesians 4: apostle, prophet (“to hear the word of God and interpret the signs of the times”), evangelist (“to proclaim the gospel”), pastor (“to care for God’s people”), teacher (“to instruct the church in biblical truth”) (18). The apostle is the pioneering agent in the mission of Jesus – “providing direction and definition in the task” (19).

Of the many books read for the course, Breen’s The Apostle’s Notebook appears to be a helpful tool to use for a group of church leaders to walk through some definitions and ideas on engaging people in the calling and purpose for which God has redeemed them.

As I read The Apostle’s Notebook, I was struck by Breen’s passion and urgency for the sake of God’s kingdom and the good news of Jesus Christ. Breen’s study of the reasons for the emergence of teaching and expression of the apostolic led him to three conclusions that catch my attention and cause me pause to reflect: 1.) “End-time” harvest; 2.) “A restored church…requires a restored five-fold ministry (Ephesians 4); and 3.) “The rapid and accelerating cultural change that we see all around us demands a fresh impetus in mission that only apostolic ministry can provide” (17). I am convinced. Although the doctrinal perspective of apostolic teaching is not what Breen intends, he has stirred within me a respect and a care about how I might engage people in my particular ministry.

Breen’s concluding comments move me. I sit in Grand Rapids, MI praying for my city. I drive through neighborhoods and see people with whom I have no connection. The Lord prompts me to pray for them and I do, but I see a city where there is a vast need for men, women and children to come to Jesus Christ. Because of The Apostle’s Notebook, I am enthralled by a new possibility: Desert Shield (special forces behind enemy lines, gathering data, providing intercession AND another team developing infrastructure as in the mid-size communities of faith Breen envisioned at Fuller Theological Seminary in March, 2009).

The Desert Storm comes where we (my leadership team) have spent time training and equipping the forces for the groups of people to whom they have been called. They are released to be the pioneers, planters, bridgers, and builders the Lord has ordained. The sacrifice is made for the mission of enlarging the kingdom of God and winning hearts and souls to Jesus Christ.

Connecting: The Mentoring Relationships You Need to Succeed in Life.

Clinton, J. Robert and Paul D. Stanley, 1992. Connecting: The Mentoring Relationships You Need to Succeed in Life. Colorado Springs: Navpress.

J. Robert Clinton has served on the faculty of the Fuller Theological Seminary as an associate professor of leadership and currently coordinates the Leadership concentration at School of Intercultural Studies. He has completed extensive research in the field of leadership and specializes in leadership training, selection, and emergence patterns. As background for his contributions in the study of leadership development, he has extensively researched the lives of over 600 past and present leaders. Bobby Clinton has extensive publications on leadership development. Bobby Clinton has also served with his wife as missionary in Jamaica. He has also taught and ministered in Papua New Guinea, Japan, Australia, New Zealand, France, and Singapore, among other places.

Paul D. Stanley has begun several Navigator ministries throughout Europe and the United States. He currently serves as the International Vice President of the Navigators overseeing ministry in seventy countries around the world.

The purpose of Clinton and Stanley’s book, Connecting, is born out of a concern that some (even “many”) leaders do not "finish well” (11ff). The method of response to this concern is to use mentoring as a leadership tool. The authors define the tool of mentoring in relationship terms as an experience where one person empowers another using “God-given resources” (12).
Connecting follows then a pattern established in the preface of four clearly defined objectives. The first is covered in ten chapters of reviewing mentoring functions and is accomplished by breaking down the task of mentoring into seven functions, Discipler, Spiritual Guide, Coach, Counselor, Teacher, Sponsor and Model. Model is further sub-divided into Contemporary and Historical Models.

There are three essential dynamics of mentoring, Attraction, Responsiveness, and Accountability address the second objective of the book, "what makes mentoring work." These dynamics are addressed throughout the book, but mentioned in the early chapters.
Chapter eleven describes what the authors term the "Constellation Model" of mentoring (161-168).

This model sets forth a framework for the seven functions of mentoring detailed in chapters 3-10. The Constellation Model is defined in images of upward mentoring, downward mentoring, and peer co-mentoring. The peer co-mentoring is further described as either external (outside your organization) or internal (inside your organization). Peer co-mentoring is also described in terms of "close buddy", friend and acquaintance. The objective of a “balanced model of mentoring relationships” is met here.The fourth objective of the book is met as Connecting offers numerous illustrations and tidbit ideas for practical application of the mentoring concepts presented.

For me, Connecting offers something I have not discovered in the past. Mentoring has always had a negative connation for me because of a poor experience in the past. Allowing the authors to define for me the varying degrees of mentor relationships has provided a freedom for me.
I appreciate the personal illustrations and aspects which the authors have discovered, as well. Specifically, the "Ten Commandments of Mentoring" in chapter 13 is particularly helpful. I like the samples of contacts in approaching potential mentors, as well as insights from the mistakes that have been made.

I am also appreciative of a perspective of a need based mentoring – relationships that arise out of an understanding of need in either the mentor or the mentored. One particular call to need is the rampant lack of prominent leaders who “finish well.” I want to be among those leaders who finish well. I have so many opportunities to fail that it sparks a measure of need to be accountable, a need to grow strong in my faith, curb the judgmental dimensions of my thinking and hone the gifts God has given me. I appreciate the review of the five characteristics of leaders who finish well.

The heart of the book is to present a method by which leaders may use to finish well. While the concept of finishing well is addressed significantly in the final chapter, the methods presented in the core of Connecting build up to and support the conclusion of the book with this thesis.