Bolman and Deal\u27s 4th edition of Reframing Organizations: Artistry, Choice, and Leadership remains a classic,  must have  resource for those involved in organizational leadership. The edition supports the relevance and timeliness of the authors\u27 insightful approach about organizations and leadership. The authors reinforce the usefulness of their four-frame model (structural, human resource, political, symbolic) for refining leadership practices. The four frames serve as a tool to analyze organizational decision-making and to reflect on the effectiveness of processes, procedures, and results. Updated research, examples, and case studies add to those previously drawn from business, education, health care, and the public sector. The information helps leaders more creatively lead complex organizations. As Bolman and Deal note,  We try not to offer solutions but rather to suggest more powerful and provocative ways of thinking about organizations\u27 opportunities and pitfalls  (p. xii)

Haar, Jean M.

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Journal of Women in Educational Leadership Educational Administration, Department of 
1-2010 
Book Review: REFRAMING ORGANIZATIONS: ARTISTRY, CHOICE 
AND LEADERSHIP. 
Jean M. Haar 
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Book Review 
Jean Haar 
REFRAMING ORGANIZATIONS: ARTISTRY, CHOICE AND 
LEADERSHIP. (Jossey-Bass Business & Management Series), Lee 
Bolman & Terrence Deal, Paperback: 544 pages, Publisher: 
Jossey-Bass 4th edition (August, 2008). 
Introduction 
Bolman and Deal's 4th edition of Reframing Organizations: Artistry, 
Choice, and Leadership remains a classic, "must have" resource for those 
involved in organizational leadership. The edition supports the relevance 
and timeliness of the authors' insightful approach about organizations and 
leadership. The authors reinforce the usefulness of their four-frame model 
(structural, human resource, political, symbolic) for refining leadership 
practices. The four frames serve as a tool to analyze organizational deci-
sion-making and to reflect on the effectiveness of processes, procedures, 
and results. Updated research, examples, and case studies add to those pre-
viously drawn from business, education, health care, and the public sector. 
The information helps leaders more creatively lead complex organizations. 
As Bolman and Deal note, "We try not to offer solutions but rather to sug-
gest more powerful and provocative ways ofthinking about organizations' 
opportunities and pitfalls" (p. xii). 
The authors also emphasize the relevance of incorporating artistry into 
leadership noting: 
Overemphasizing the rational and technical side of organizations often contrib-
utes to their decline or demise .... Art allows for emotion, subtlety, and ambigu-
ity. An artist reframes the world to give us deeper understanding of what is and 
what might be. In modem organizations, quality, commitment, and creativity 
are highly valued but often hard to find. They can be developed and encouraged 
by leaders and managers who embrace the expressive side of their work (pp. 
xiii-xiv). 
The purpose of the book is to examine the elements and advantages of 
the four frames in a manner that is important and useful for current and as-
piring leaders. The intended outcome is for the reader to understand and 
practice viewing issues and situations from more than one perspective. The 
authors contend that people, in general, have a tendency to examine situa-
tions or problems from a limited, narrow perspective thus hindering their 
Journal of Women in Educational Leadership, Vol. 8, No. I-January 2010 
ISSN: 1541-6224 ©2010 Pro>Active Publications 53 
54 J. Haar 
About the Author 
Jean Baar, Ph.D. is Associate Professor and Chair of the Department of 
Educational Leadership at Minnesota State University, Mankato. Email: 
jean. haar@ mnsu. edu 
ability to be effective and visionary leaders. Bolman and Deal also empha-
size the applicability of the content and concepts to all types of organiza-
tions noting that a common ground and shared understanding can 
strengthen public and private organizations. 
The authors have extensive backgrounds in organizational leadership. 
Lee Bolman holds the Marion Bloch Missouri Chair in Leadership at the 
University of Missouri-Kansas City. He earned a B.A. in History and a 
Ph.D. in Organizational Behavior from Yale University. He has written ex-
tensively about leadership and organizations. Terrence E. Deal has a Ph.D. 
in Educational Administration and Sociology from Stanford University. 
He has written on organizations, leadership, change, culture, symbolism 
and spirit. He previously taught at Harvard, Stanford, and Vanderbilt. 
Bolman and Deal met in 1976 when they were assigned to co-teach a course 
on organization. They have written numerous books and articles together. 
Overview 
Reframing Organizations is organized into four parts. Part One serves as an 
introduction to the factors that make organizations complex places. Parts 
Two-Five unfold the concepts, historical foundations and practices asso-
ciated with each of the four frames (structural, human resource, political, 
symbolic). Part Six focuses on improving leadership practices and intellec-
tual development through the refinement of ethics, core values and spiritual 
development. 
Current and aspiring leaders have much to gain from understanding and 
practicing the four frames. Bolman and Deal provide in-depth development 
of each frame and demonstrate through content, examples and case studies 
how "each of the frames has its own image of reality" (p. 15), thus provid-
ing the reader an opportunity to learn how to effectively apply all four 
frames and develop a deeper understanding of organizations. Successful 
managers "reframe until they understand the situation at hand" (p. 15) 
heightening their ability to be effective. This expansion of thinking results 
in the following: 
Managers who master the ability to reframe report a liberating sense of choice 
and power. They are able to develop unique alternatives and novel ideas about 
their organization needs. They are better attuned to people and events around 
Book Review 
them. They are less often startled by the organizational perversity, and they learn 
to anticipate the turbulent twists and turns of organizational life. (p. 17) 
55 
Each of the frames provides its own unique sense of purpose and focus. 
The Structural Frame attempts to examine the social context of work. Orga-
nizations tend to designate specific roles for employees and group them 
into working units. Coordination and control of these various groups oc-
curs either vertically or laterally. The most effective structure depends on 
the organization's environment, goals and strategies. Bolman and Deal list 
six assumptions behind the Structural Frame: 
1. Organizations exist to achieve established goals and objectives; 
2. Organizations work best when rationality prevails over personal prefer-
ences and external pressures; 
3. Structures must be designed to fit an organization's circumstances; 
4. Organizations increase efficiency and enhance performance through spe-
cialization and division of labor; 
5. Appropriate forms of coordination and control are essential to ensuring 
that individuals and units work together in the service of organizational 
goals; and 
6. Problems and performance gaps arise from structural deficiencies and can 
be remedied through restructuring. 
By understanding and respecting the complexity of an organization and 
the various structural options available, leaders can create structures that 
work for rather than against both people and the organization. 
The Human Resource Frame attempts to view an organization as a large, 
extended family. From this perspective, an organization is inhabited by in-
dividuals-individuals with needs, prejudices, feelings, limitations and 
skills. The goal of the leader is to mold the organization to meet the needs of 
its people. The leader seeks to merge the peoples' need to experience satis-
faction and meaning in work with the organization's ability to effectively 
use individuals' knowledge, skills, and abilities. 
The Political Frame views the workplace as ajungle. The work environ-
ment is viewed as a competitive environment in which different people 
compete for power and limited resources. The work environment is one of 
rampant conflict immersed in negotiation, bargaining, compromise and co-
ercion. Bolman and Deal offer five propositions about this frame: 
1. Organizations are coalitions of various individuals and interest groups; 
2. There are enduring differences among coalition members in values, be-
liefs, information, interests, and perceptions of reality; 
3. Most important decisions involve the allocation of scarce resources and 
what gets done; 
4. Scarce resources and enduring differences give conflict a central role in or-
56 J. Haar 
ganizational dynamics and typically make power the most important re-
source; and 
5. Goals and decisions emerge from bargaining, negotiation, and jockeying 
for position among different stakeholders. 
Based on the political frame, the exercise of power is viewed as a natural 
part of the work environment and those who know how to garner and use 
power best are the successors. Effective leaders understand this concept 
and use it as a vehicle for achieving noble purposes. The level of a leader's 
political skill can have a direct impact on organizational change and 
effectiveness. 
The Symbolic Frame builds on cultural and social anthropology. It views 
organizations as carnivals, theaters or tribes. An organization is a unique 
culture driven by stories, ceremonies, rituals and heroes. This is in contrast 
to an organization being driven by rules, authority or policies. The organi-
zation is analogous to a theater. With this theater, various actors play their 
respective roles in the drama and the audience forms its own impressions of 
what is seen on the stage. The Symbolic Frame also views team building 
differently. It views the development of high-performing teams as a spiri-
tual network enhanced by rituals, ceremonies and myths. A leader's effec-
tive use of the symbolic frame is essential during times of crisis and change. 
By establishing a strong sense of community, effective team performance is 
maintained even during challenges times (i.e., budget constraints, 
downsizing, system changes). 
Conclusion 
The value ofthe book for women in leadership is derived from the authors' 
clear, concise articulation and demonstration of why and how to use the 
four-frame model to effectively lead organizations. The information is pre-
sented in such a manner as to allow the reader to process and practice differ-
ent perspectives and concepts as needed. The four frames allow a leader to 
approach situations in new ways and to shift perspective. The use of the 
multiple frames assists the leader in analyzing problems more broadly and 
identifying the availability of potential solutions. It encourages the leader 
to think flexibly about his or her organization and view events from multi-
ple angles. In general, Bolman and Deal urge current and aspiring leaders 
to view organizational leadership from different viewpoints and realities. 
The approach allows the individual to establish a stronger repertoire of 
leadership knowledge and skills for facing challenging situations, prob-
lems, and issues-thus providing stronger leadership for complex organi-
zations. 


Book Review: REFRAMING ORGANIZATIONS: ARTISTRY, CHOICE AND LEADERSHIP.

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Book Review: REFRAMING ORGANIZATIONS: ARTISTRY, CHOICE AND LEADERSHIP.

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