The timing of this question is quite interesting. With recently losing our superintendent, the shift of frames is very evident amongst many of our organization's employees. For some, this is relief. For others, it is bringing a level of uncertainty.
Our previous frame was heavily focused on the Structural and Political Frames. We had a common focus, with clear cut evidences, processes, mission, goals and a VERY defined hierarchy system. There was never any questions about where we were to emphasize the work and priorities in our organization. Politics was embedded throughout the district as we worked to "sell" our level of progress. Recently receiving the National Baldrige Blue Ribbon Award, State Superintendent of the Year and establishing a Leadership Academy to bring other districts to ours were only a few of the more evident political moves taking place. The community was divided as to the demands of the work. Yet, the increasing data was the driving force.
More recently, our interim Superintendent has made it clear we are heading down the same course with a focus on the Human Resources Frame and giving back "power" to the leaders of the schools. This shift has relieved the work, but stressed the question of alignment for many. The shift has occurred as a result of the "loud uproar" from the community regarding the years of pressure and lack of "happiness" amongst the workers.
I have worked in my current system in various areas since 1994. I have watched different leaders change frames based on what is happening in the community or current situation as they served in their roles. It has shifted throughout each frame at one time or another guided by the fact that "the leader" had a leader - the BOE and the community. It is the "Good Ol' Boy" County. Being that the Board of Education ultimately answers to it's community in our case, the pressure to "play the game" is most obvious. Based on these observations over time, the underlying Frame continues to be Political.
The view of which frame most often occurs depends on who and where you are in a system.
As an employee in the system, we see and feel the Structural Frame of rules, policies, and the hierarchy that must be present to keep the processes and systems aligned in an effort to avoid certain chaos. It is by no means the most favored frame, yet must exist in order to provide a constant for turnover and order.
As leaders of various levels of systems, relationships must be established in order to help stakeholders feel productive and keep them returning day in and out to do the work. This is present at varying degrees. Often times, "back pats" and "warm fuzzies" are needed to refocus a worn out employee. However, there are other cases where the warmth would be inappropriate for an ineffective, defiant employee in need of performance improvement. It all aligns to Hersey and Blanchard's Situational Leadership theories.
Along these same lines, one must learn to utilize and respect the Symbolic Frame when dealing with the diverse employees, students, cultures and families we serve on a day to day basis. Without recognizing and respecting the diversity of your current organization there would be a feeling of disconnect amongst the members. A personal goal of leaders should be to bring this frame into light more often within the school and larger educational organization in an effort to unite its members working toward a common vision, mission and goal. We make this attempt in education at the surface level in most cases.
All frames have their place in an organization depending on the factors surrounding the institutions of that system. Learning to use each one effectively and timely is the key to making the system work!
