Building a New Paradigm: Analysis of a Case Study in Organizational Change in Collection Management Using Bolman's and Deal's Four-Frame Model

Sowell, Steven L.

doi:10.1080/01462679.2014.890993

Cited by 5 publications

(4 citation statements)

References 9 publications

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“…For example, according to Stephen Sowell, the structural frame, that is how a library could be organized, is the predominant frame for making sense of an organization. The other frames -the human resource, political, and symbolic -are touched upon or not addressed at all (Sowell 2014). The University of Minnesota library, however, is an exception that incorporated a human resource frame to the analysis and diagnosis stage.…”

Section: Resultsmentioning

confidence: 99%

The Libraries They Are A-Changin': How Libraries Reorganize

Novak

Day

2015

College & Undergraduate Libraries

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This paper will report on the results of a study of library reorganizations in the literature. The authors identified five steps common to all library reorganizations, and this paper describes those steps as well as two management change theories most mentioned in the literature-the eight-step process of change by John Kotter and Reframing Organizations by Lee G. Bolman and Terrence E. Deal. The paper will draw conclusions formed by a comparison of these theoretical models to the practice and real life experience of reorganizations as described by libraries in the literature.

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Section: Resultsmentioning

confidence: 99%

The Libraries They Are A-Changin': How Libraries Reorganize

Novak

Day

2015

College & Undergraduate Libraries

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“…Additionally, the political frame can become a sarcastic self-fulfilling tool which is maledominated at the expense of females (Vuori, 2018). In addition to that, the symbolic frame could be vague and not voluntarily chosen and bent towards male-dominated (Sowell (2014). In a nut shell reframing is complex and needs cognitive thinking which may not be a skill for all academic leaders including deans (Vuori, 2018).…”

Section: Related Literature Theoretical Reviewmentioning

confidence: 99%

“…However, this contrasts with the findings of Bensimon (1989) that indicate that in a frame analysis of 32 college presidents interviewed, thirteen exploited a single frame, eleven applied two frames, seven used three frames, and one employed four frames. Bensimon concluded that although Sowell (2014) suggests that multi-frame leadership is better, many college presidents are not effectively using multiple frames. Sowell (2014) further suggests that although the leaders have not successfully integrated the four frames into their leadership style, the leadership of the college/university continues to be effective when the top management team have to balance leadership frame coordination.…”

Section: Reframing the Perceived Changing Academic Roles Of Deansmentioning

confidence: 99%

“…Bensimon concluded that although Sowell (2014) suggests that multi-frame leadership is better, many college presidents are not effectively using multiple frames. Sowell (2014) further suggests that although the leaders have not successfully integrated the four frames into their leadership style, the leadership of the college/university continues to be effective when the top management team have to balance leadership frame coordination. The latter has been fully exhibited by the deans as participants in the current study where five participants utilized all four frames, while the three other participants utilized three out of three-four frames to remain relevant in the changing and challenging complex higher educational environment.…”

Section: Reframing the Perceived Changing Academic Roles Of Deansmentioning

confidence: 99%

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Reframing the Perceived Changing Academic Roles of Deans: A Case of Makerere University

Lutaaya

2024

East Afr. j. educ. stud.

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Existing literature shows that deans in higher education institutions are key in nurturing, facilitating growth and setting high standards for faculty, staff, and students among other stakeholders. They are also expected to create a positive work environment within schools, colleges, or departments. However, less literature has concentrated on how these deans reframe their perceived changing academic roles at Makerere University. This study therefore set out to explore the reframing strategies of deans as regards their perceived changing academic roles in the context of Makerere University. Findings indicate that deans reframe their perceived changing academic roles at Makerere University using multi-frame. That is using all four or three of the frames to view a particular decision through four different lenses before selecting the best option. These four lenses are majorly the human resource, followed by structural and political. The symbolic frame was the least exploited among the frames, yet science-based disciplines were seen to be using the political frame majorly. The study concludes that multi-framing as recommended by Bolman and Deal was adhered to by all deans meaning that despite the complex environment in which they work, they have remained relevant due to the use of three or four frames. It was noted that the political frame was highly used in the science-based disciplines, especially the hard applied fields. The study recommends that the symbolic frame be exploited by the deans due to its benefits including deans being role models and using ceremonies where faculty meet, share, and relax to break the routine of academic work for this is energizing. Further still, the study recommends that deans embrace the political frame to boost their schools financially

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