LED 603 Lead in change and adaptation

Question 1) You have just been contracted to help a client exercise leadership more effectively. From the initial interview with the client you could observe that they have “mental models” that are likely in the way of their leadership capacity: (1) they believe that leadership is the same as formal authority (2) constant employee ” turn-over” is way too high and is creating both financial problems as well as problems with morale.

Based on the readings for Week 2 (Chapters 6-8, 15, 16), how would you advise the client? Question 2) Students often equate the structural frame with red tape and bureaucracy and see the human resource frame as soft and simply concerned with how people feel. Sometimes the important understanding that participative (people-focused) structures are also possible outcomes of rational thinking and organizational design efforts, my get missed. Consider the ways in which the two frames are potentially complementary, not necessarily inconsistent or adversarial. 

Provide an example from your own experience of how these frames can inform one another and benefit from an ability to “see” both at work in the system. What does holding both frames reveal about the system or change effort that otherwise might be missed? Some of the chapter case studies can assist you in brainstorming an example. Each question is to be answered separately. 

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