The symbolic frame focuses on the culture and rituals within an organization. The culture of an organization can affect how situations are viewed and responded to. An organization will often use a symbol to motivate employees or rally them around an artifact that has deep meaning. Often the symbol will help the employees feel more engaged and create a sense of belonging. This can help when looking at the situation to connect employees to the values of the organization to find solutions.
1. Briefly restate your situation and your role.
In 2008 the housing market crashed. At that time, I was the Office Administrator and co-owner of the business BC Constructing LLC. The business was new with under ten employees, and we operated like a family. The business had been driven by public works projects that were in abundance because of rapid growth in the state and housing market. After the housing market crash, the number of jobs decreased and large companies who had never looked at smaller, low dollar jobs, were bidding on every job posted. Work was scarce and companies were scrambling to cover payroll to keep employees working. BC Constructing was also bidding on all jobs possible to keep its employees working. The company process was that all jobs were started after the contract was signed with the customer. The job involved in this situation was now the only job BC Constructing was working on and started on time. One of the subcontractors notified BC Constructing that the delivery for the main pump was not going to be on time. This created a situation with a domino effect on the schedule. The other trades that followed could not perform their part sequentially and in a timely manner causing the project to be in breach of contract with the city. BC Constructing was faced with having to determine whether to hold payment from the subcontractor and enter litigation or move forward and deal with penalties for breach of contract with the customer/city.
2. Describe how the symbols of the organization influenced the situation.
The symbolic frame of an organization is a reflection of the culture within the organization. “Symbols take many forms in organizations. Myth, vision, and values imbue an organization with deep purpose and resolve” (Bolman and Deal, 2017, p. 254). BC Constructing symbolized the myth of the organization in the dream and excitement of starting from the ground up, being part of something new and working to make it a business that valued its employees and encouraged collaboration and decision-making. This influenced the situation because there was little experience to rely on because of the newness of the company. This is also how the company was perceived by subcontractors and city planners.
The values of BC Constructing were built on honesty and integrity in business. Being accountable to its contracts and utilizing effective communication to negotiate and work with cities and private owners. These were values that were practiced in work product, execution and payroll. The vision of the company provided the future images from building a solid construction company doing public and private projects and being known for quality work. This was reinforced in company meetings and practices. The company’s vision was focused on growth incrementally and that meant limited scheduling and resources. This did not positively contribute to the situation because it meant scheduling was tight and resources were limited. Due to the tight budget and schedule, the situation resulted in minimal options for consideration.
3. Recommend how you would use organizational symbols for an alternative course of action regarding your case.
I would use organizational symbols as an alternative course of action by finding a more competitive edge. Limiting the types of work the company did, narrowed the options when the market crashed. Having a broader scope of employees with diverse experience and skills would have allowed the company to bid on more types of projects. This could have been an option when jobs were scarce. Allowing for more latitude in work prospects, even looking into the private sector for odd work that may have been on a negoatiated basis and not on a bidding platform.
Bolman and Deal (2017) contend that “a plan is a decoration displayed conspicuously and with pride” (p. 302). I would have used a contingent strategic plan for situations where work was slow or limited. Having a plan like that in place would have shown more credibility with the insurance company and the city owner in this situation. Cohen and March (1974) talk about how just developing a plan can create discussion around new possibilities. Even if nothing is done differently from the plan at least it has opened the possibility for positive interaction. (Bolman and Deal, 2017).
4. Reflect on what you would do or not do differently given what you have learned about this frame.
When I reflect on utilizing the symbolic frame on the situation, I would have created a contingency plan that was based around some “what if” scenarios that forced the company to have discussions and put a strategic plan in place to deal with situations that might come up. Just having those kinds of discussions and formalizing a response would have put the company in a more advantageous position to deal with the situation that did arise.
I would also implement a broader scope of work by identifying and defining expanded objectives for more diversly skilled employees to broaden the work product. I would assess what is needed and develop a project outline including a cost breakdown and personnel requirements. This would give the company more avenues to pursue if work options declined. Creating options to utilize all employees could have created a safety net. More options would have been advantageous to sustain the organization through the housing market crash.
Reference
Bolman, L. G., & Deal, T. E. (2017). Reframing organizations: Artistry, choice, and leadership
(7th ed.). John Wiley & Sons.
In 2008 the housing market crashed. At that time, I was the Office Administrator and co-owner of the business BC Constructing LLC. The business was new with under ten employees, and we operated like a family. The business had been driven by public works projects that were in abundance because of rapid growth in the state and housing market. After the housing market crash, the number of jobs decreased and large companies who had never looked at smaller, low dollar jobs, were bidding on every job posted. Work was scarce and companies were scrambling to cover payroll to keep employees working. BC Constructing was also bidding on all jobs possible to keep its employees working. The company process was that all jobs were started after the contract was signed with the customer. The job involved in this situation was now the only job BC Constructing was working on and started on time. One of the subcontractors notified BC Constructing that the delivery for the main pump was not going to be on time. This created a situation with a domino effect on the schedule. The other trades that followed could not perform their part sequentially and in a timely manner causing the project to be in breach of contract with the city. BC Constructing was faced with having to determine whether to hold payment from the subcontractor and enter litigation or move forward and deal with penalties for breach of contract with the customer/city.
2. Describe how the symbols of the organization influenced the situation.
The symbolic frame of an organization is a reflection of the culture within the organization. “Symbols take many forms in organizations. Myth, vision, and values imbue an organization with deep purpose and resolve” (Bolman and Deal, 2017, p. 254). BC Constructing symbolized the myth of the organization in the dream and excitement of starting from the ground up, being part of something new and working to make it a business that valued its employees and encouraged collaboration and decision-making. This influenced the situation because there was little experience to rely on because of the newness of the company. This is also how the company was perceived by subcontractors and city planners.
The values of BC Constructing were built on honesty and integrity in business. Being accountable to its contracts and utilizing effective communication to negotiate and work with cities and private owners. These were values that were practiced in work product, execution and payroll. The vision of the company provided the future images from building a solid construction company doing public and private projects and being known for quality work. This was reinforced in company meetings and practices. The company’s vision was focused on growth incrementally and that meant limited scheduling and resources. This did not positively contribute to the situation because it meant scheduling was tight and resources were limited. Due to the tight budget and schedule, the situation resulted in minimal options for consideration.
3. Recommend how you would use organizational symbols for an alternative course of action regarding your case.
I would use organizational symbols as an alternative course of action by finding a more competitive edge. Limiting the types of work the company did, narrowed the options when the market crashed. Having a broader scope of employees with diverse experience and skills would have allowed the company to bid on more types of projects. This could have been an option when jobs were scarce. Allowing for more latitude in work prospects, even looking into the private sector for odd work that may have been on a negoatiated basis and not on a bidding platform.
Bolman and Deal (2017) contend that “a plan is a decoration displayed conspicuously and with pride” (p. 302). I would have used a contingent strategic plan for situations where work was slow or limited. Having a plan like that in place would have shown more credibility with the insurance company and the city owner in this situation. Cohen and March (1974) talk about how just developing a plan can create discussion around new possibilities. Even if nothing is done differently from the plan at least it has opened the possibility for positive interaction. (Bolman and Deal, 2017).
4. Reflect on what you would do or not do differently given what you have learned about this frame.
When I reflect on utilizing the symbolic frame on the situation, I would have created a contingency plan that was based around some “what if” scenarios that forced the company to have discussions and put a strategic plan in place to deal with situations that might come up. Just having those kinds of discussions and formalizing a response would have put the company in a more advantageous position to deal with the situation that did arise.
I would also implement a broader scope of work by identifying and defining expanded objectives for more diversly skilled employees to broaden the work product. I would assess what is needed and develop a project outline including a cost breakdown and personnel requirements. This would give the company more avenues to pursue if work options declined. Creating options to utilize all employees could have created a safety net. More options would have been advantageous to sustain the organization through the housing market crash.
Reference
Bolman, L. G., & Deal, T. E. (2017). Reframing organizations: Artistry, choice, and leadership
(7th ed.). John Wiley & Sons.
Using the symbolic frame lens when reviewing a company problem provides a more comprehensive understanding of the issue. By examining the problem through this perspective I have the opportunity to identify underlying perception issues and appropriately find effective solutions. It also enhances my understanding of the meanings of symbols within my organization. Learning about the process of diverse perspectives improves my understanding and ability to evaluation situations better.