Organisational change: building support across different stakeholders Part 2
This is the second post in a series of 3 looking at some new research from the US which shows how it is possible to achieve goals at an organisational level by a process called ‘frame decoupling’.
- In the last post I looked at frames and framing contests and what they are,
- In this post I will look at what the researchers found about the two things leaders do in times of change and the four processes they do it by, and
- In the third post I will look at what the researchers found about resistance, chains of frames and what people tend to focus on and what to do about it.
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Much of the literature up until now has focussed on how leaders do two things during times of change:
- Make sense of the situation themselves (sense-making) and then
- Construct frames in order to influence the sense-making of others (sense-giving).
The 4 Processes
This is done through four processes:
- Frame-bridging which means connecting frames to sets of beliefs or ideology to make the frame more attractive to those with similar beliefs.
- Frame-amplification which involves identifying and highlighting particular issues or values as having more importance over others.
- Frame-extension which is a process of expanding a problem or the solution to a problem to fit within the concerns of the people you are trying to influence, to make it more relevant to them.
- Frame-transformation which is a process of changing pre-existing frames to suit the needs of the sense giver.
Inside organisations, leaders often use coercion in order to get people to accept their frames of the situation.
In the third post I will look at what the researchers found about resistance, chains of frames and what people tend to focus on and what to do about it. Click here
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