Reframing Organizations: Artistry, Choice, and Leadership -- Copyright -- Contents -- Preface -- Outline of the Book -- Acknowledgments -- Part 1: Making Sense of Organizations -- Chapter 1: Introduction: The Power of Reframing -- Virtues and Drawbacks of Organized Activity -- Management's Track Record -- Strategies for Improving Organizations: The Track Record -- Framing -- Frame Breaking -- The Four Frames -- The FBI and the CIA: A Four-Frame Story -- Multiframe Thinking -- Engineering and Art -- Conclusion -- Chapter 2: Simple Ideas, Complex Organizations -- Common Fallacies in Explaining Organizational Problems -- Peculiarities of Organizations -- Organizational Learning -- Coping with Ambiguity and Complexity -- Making Sense of What's Going On -- Mental Models -- Impact of Mental Models -- Conclusion -- Part 2: The Structural Frame -- Chapter 3: Getting Organized -- Structural Assumptions -- Origins of the Structural Perspective -- Structural Forms and Functions -- Basic Structural Tensions -- Vertical Coordination -- Authority -- Rules and Policies -- Planning and Control Systems -- Lateral Coordination -- Meetings -- Task Forces -- Coordinating Roles -- Matrix Structures -- Networks -- Designing a Structure That Works -- Vertical or Lateral? -- Structural Imperatives -- Challenges of Global Organization -- Conclusion -- Chapter 4: Structure and Restructuring -- Structural Dilemmas -- Differentiation versus Integration -- Gap versus Overlap -- Underuse versus Overload -- Lack of Clarity versus Lack of Creativity -- Excessive Autonomy versus Excessive Interdependence -- Too Loose versus Too Tight -- Goal-less versus Goal-bound -- Structural Configurations -- Mintzberg's Fives -- Helgeson's Web of Inclusion -- Generic Issues in Restructuring -- Why Restructure? -- Making Restructuring Work: Three Case Examples.

Principles of Successful Structural Change -- Conclusion -- Chapter 5: Organizing Groups and Teams -- Tasks and Linkages in Small Groups -- Contextual Variables -- Some Fundamental Team Configurations -- Teamwork and Interdependence -- Baseball -- Football -- Basketball -- Determinants of Successful Teamwork -- Team Structure and Top Performance -- Self-Managing Teams: Structure of the Future? -- Conclusion -- Part 3: The Human Resource Frame -- Chapter 6: People and Organizations -- Human Resource Assumptions -- Human Needs -- Work and Motivation: A Brief Tour -- Personality and Organization -- Human Capacity and the Changing Employment Contract -- Lean and Mean: More Benefits Than Costs? -- Investing in People -- Conclusion -- Chapter 7: Improving Human Resource Management -- Getting it Right -- Develop and Implement an HR Philosophy -- Hire the Right People -- Keep Employees -- Reward Well -- Protect Jobs -- Promote from Within -- Share the Wealth -- Invest in Employees -- Empower Employees -- Promote Diversity -- Getting There: Training and Organization Development -- Group Interventions -- Survey Feedback -- Evolution of OD -- Conclusion -- Chapter 8: Interpersonal and Group Dynamics -- Interpersonal Dynamics -- Argyris and Schön's Theories for Action -- Salovey and Mayer's Emotional Intelligence -- Management Styles -- Groups and Teams in Organizations -- Informal Roles -- Informal Group Norms -- Informal Networks in Groups -- Interpersonal Conflict in Groups -- Leadership and Decision Making in Groups -- Conclusion -- Part 4: The Political Frame -- Chapter 9: Power, Con ict, and Coalition -- Political Assumptions -- Political Propositions and the Challenger -- Implications of the Political Propositions -- Organizations as Coalitions -- Power and Decision Making -- Authorities and Partisans -- Sources of Power.

Distribution of Power: Overbounded and Underbounded Systems -- Conflict in Organizations -- Moral Mazes: The Politics of Getting Ahead -- Conclusion -- Chapter 10: The Manager as Politician -- Political Skills -- Agenda Setting -- Mapping the Political Terrain -- Networking and Building Coalitions -- Bargaining and Negotiation -- Morality and Politics -- Conclusion -- Chapter 11: Organizations as Political Arenas and Political Agents -- Organizations as Arenas -- Political Dimensions of Organizational Processes -- Sources of Political Initiative -- Organizations as Political Agents -- Political Dynamics of Ecosystems -- Public Policy Ecosystems -- Business-Government Ecosystems -- Society as Ecosystem -- Conclusion -- Part 5: The Symbolic Frame -- Chapter 12: Organizational Symbols and Culture -- Symbolic Assumptions -- Organizational Symbols -- Myths, Vision, and Values -- Heroes and Heroines -- Stories and Fairy Tales -- Ritual -- Ceremony -- Metaphor, Humor, and Play -- Organizations as Cultures -- BMW's Dream Factory -- Nordstrom's Rooted Culture -- Conclusion -- Chapter 13: Culture in Action -- The Eagle Group's Sources of Success -- Becoming a Member -- Diversity Is a Competitive Advantage -- Example, Not Command -- Specialized Language -- Stories Carry History, Values, and Group Identity -- Humor and Play -- Ritual and Ceremony -- The Contribution of Informal Cultural Players -- Soul Is the Secret of Success -- Conclusion -- Chapter 14: Organization as Theater -- Dramaturgical and Institutional Theory -- Organizational Structure as Theater -- Organizational Process as Theater -- Meetings -- Planning -- Evaluation -- Collective Bargaining -- Power -- Managing Impressions -- Conclusion -- Part 6: Improving Leadership Practice -- Chapter 15: Integrating Frames for Effective Practice -- Life as Managers Know It.

Across Frames: Organizations as Multiple Realities -- Matching Frames to Situations -- Effective Managers and Organizations -- Organizational Excellence -- The Effective Senior Manager -- Managers' Frame Preferences -- Conclusion -- Chapter 16: Reframing in Action: Opportunities and Perils -- Benefits and Risks of Reframing -- Reframing for Newcomers and Outsiders -- Conclusion -- Chapter 17: Reframing Leadership -- Leadership in Organizations: A Brief History -- Quantitative-Analytic Research -- Qualitative-Holistic Leadership Studies -- Evolution of the Idea of Leadership -- 1. Leadership Is an Activity, Not a Position -- 2. Leadership Is Different from Management -- 3. Leadership Is Multilateral, Not Unilateral -- 4. Leadership Is Distributed Rather Than Concentrated at the Top -- 5. Leadership Is Contextual and Situated Not in the Leader but in the Exchange Between Leader and Constituents -- What Do We Know About Good Leadership? -- Culture and Leadership -- Gender and Leadership -- Do Men and Women Lead Differently? -- Why the Glass Ceiling? -- Reframing Leadership -- Architect or Tyrant? Structural Leadership -- Catalyst or Wimp? Human Resource Leadership -- Advocate or Hustler? Political Leadership -- Prophet or Zealot? Symbolic Leadership -- Conclusion -- Chapter 18: Reframing Change in Organizations -- The Innovation Process -- Six Sigma at 3M -- Microsoft: An Atypical Case -- How Frames Can Improve the Odds -- Change, Training, and Participation -- Change and Structural Realignment -- Change and Conflict -- Change and Loss -- Rituals of Loss -- Releasing a Negative Past -- Change Strategy -- Conclusion -- Chapter 19: Reframing Ethics and Spirit -- Soul and Spirit in Organizations -- The Factory: Excellence and Authorship -- The Family: Caring and Love -- The Jungle: Justice and Power -- The Temple: Faith and Significance -- Conclusion.

Chapter 20: Bringing It All Together: Change and Leadership in Action -- Robert F. Kennedy High School -- David King -- History of the School -- King's First Week at Kennedy High -- The Friday Afternoon Meeting -- Structural Issues and Options -- Human Resource Issues and Options -- Political Issues and Options -- Symbolic Issues and Options -- A Four-Frame Approach -- Conclusion: The Reframing Process -- Chapter 21: Epilogue: Artistry, Choice, and Leadership -- Commitment to Core Beliefs -- Multiframe Thinking -- Appendix: The Best of Organizational Studies -- Scholars' Hits -- Notes -- Bibliography -- The Authors -- Name Index -- Subject Index.