Читать книгу Reframing Organizations - Lee G. Bolman - Страница 38

Because organizations are complex, surprising, deceptive, and ambiguous, they are formidably difficult to comprehend and manage. Our preconceived theories, models, and images determine what we see, what we do, and how we judge what we accomplish. Narrow, oversimplified mental models become fallacies that cloud rather than illuminate managerial action. The world of most managers and administrators is a world of messes: complexity, ambiguity, value dilemmas, political pressures, and multiple constituencies. For managers whose images blind them to important parts of this messy reality, it is a world of frustration and failure. For those with better theories and the intuitive capacity to use them with skill and grace, it is a world of excitement and possibility. A mess can be defined as both a troublesome situation and a group of people who eat together regularly. The core challenge of leadership is to move an organization from the former to something more like the latter.

In succeeding chapters, we look at four perspectives, or frames, that have helped managers and leaders find clarity and meaning amid the confusion of organizational life. The frames are grounded in both the cool rationality of management science and the hot fire of actual practice. You can enhance your chances of success with an artful appreciation of how to use the four lenses to understand and influence what's really going on.