Reframing Organisation

In order to articulate a vision for the organisation managers need analyse the present situation, question and evaluate alternative scenarios available and review their current actions. However traditionally managers tend to reject alternative scenarios that do not fit within their habitual mindset and assumptions. Senge says “New insights fail to get put into practice because they conflict with deeply held mental images of how the world works, images that limit us to familiar ways of thinking and acting”. Therefore managers need to be mentally prepared and stimulated to think beyond their narrow frame and be able to evaluate and explore different opportunities (ie: Reframe) Reframing is defined as “Purposefully changing your assumptions in order to look at the organization in a new way, and hence to reality test current strategies and come up with new strategies”

“We trap ourselves in ‘defensive routines’ that insulate our mental models from examination, and we consequently develop skilled incompetence”

In order to articulate a vision for the organisation managers need analyse the present situation, question and evaluate alternative scenarios available and review their current actions. However traditionally managers tend to reject alternative scenarios that do not fit within their habitual mindset and assumptions. Senge says “New insights fail to get put into practice because they conflict with deeply held mental images of how the world works, images that limit us to familiar ways of thinking and acting”. Therefore managers need to be mentally prepared and stimulated to think beyond their narrow frame and be able to evaluate and explore different opportunities (ie: Reframe) Reframing is defined as “Purposefully changing your assumptions in order to look at the organization in a new way, and hence to reality test current strategies and come up with new strategies”

The Liberation of Tamil Tigers of Eelam is one the deadliest terrorist organisations in the world who until recently lead a fierce battle for an independent state in Sri Lanka. In my opinion the leader of the terrorist group Prabhakaran viewed the fight for the separate state in Sri Lanka mainly from the Structural and Symbolic Frames. His team of commandos had clearly defined roles – military intelligence, fund collectors, suicide bombers, front line troops. With the underlining assumptions of the Structural Frame of increased efficiency and enhanced performance through specialization and division of labour, the structure was designed to fit organization’s circumstances. He attached a lot of symbolic meaning to the cause against the fight for Eelam . Every LTTE member carries a cyanide capsule around their neck, suicide bombers are another symbolic association of the group.

Reframing not just a pre-requisite for the CEO or planners - to think strategically, but is also a must for the individuals within the organisation They need to be encouraged and challenged to continuously “Reframe” pre-conceived assumptions. As Nadler & Tushman called it “Bending the Frame” . This will give multiple perspectives at different levels which in turn will help change the ‘organisational mind-set’ and achieve a common focus leading to the successful implementation of strategic thinking through Strategic Plans that have evaluated alternative scenarios

Some topics in this essay:
Political Frame, Iacocca Chrysler, Henry Mintzberg, Senior Managers, Strategic Plans, Pierre Wack, Schön’s Model, Nadler Tushman, Structural Frame, Reframe Reframing, strategic thinking, political frame, underlining assumptions, mental models, alternative scenarios, strategic thinking strategic, thinking strategic, terrorist organisations, senior managers, frame help, strategic plans, line troops underlining, front line troops, bombers front line, suicide bombers front,