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.
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