Reframing Organizations

Buchzusammenfassung

Lee G. Bolman is a professor at the Bloch School of Business in Missouri where he specializes in leadership and organization. He is also a popular speaker and workshop leader for companies, governmental bodies and universities in the US and abroad. Terrence E. Deal is a retired professor of education at the University of Southern California. He has worked at many of the most prestigious US universities, focusing on organizations and the methods they deploy to deal with symbolism and disruption.

Good team players often make great employees, yet many companies still prioritize independent work over teamwork. Self-directed teams, which operate without traditional managers, offer a compelling alternative by empowering members to make decisions, assign tasks, and set goals collaboratively, as seen at Whole Foods Market. However, transitions, such as a new supervisor joining a team, can create challenges, requiring thoughtful leadership to navigate resistance and establish authority. Large corporations, often criticized for consumerism, can inspire employees and foster success by leveraging shared myths, celebrating transformative leaders like GM’s Mary Barra, or prioritizing ethical practices, as demonstrated by Starbucks and Medtronic. Job security remains a key concern, with companies like Lincoln Electric showcasing the benefits of retaining employees during downturns, while others focus on shared prosperity through profit-sharing and decision-making involvement. Effective problem-solving requires avoiding oversimplification and challenging biases, as seen in leadership transitions at companies like 3M and Ford. Ultimately, assembling the right team and valuing employees, as practiced by Southwest Airlines, Google, and Costco, is essential for long-term success.

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