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Bolman and Deal (1991) found that the managerial leaders who were studied 'preferred one or two of the leadership orientations, often rejecting the others.' Many times leaders disagreed about which images were right and which were wrong. Such disagreement was often the source of unproductive conflict that resulted in less than effective decisions on their part. In working with leaders all over the world these researchers have found that people who become more aware of their own perspectives become more effective. It helps to have a manageable set of orientations, each offering a window to different facets of the challenges of organizational life. It is also easier to know where your colleagues are coming from if you understand their frames of reference. Bolman and Deal (1991b) have asserted that in an increasingly complex world, the ability to use more than one frame should increase a person's ability to act effectively and make clear judgements. Individuals need to rely on all four frames to be effective as leaders, but the results have shown they often use only one or two frames. It is difficult to understand complex organizations from a single frame (Bolman and Deal, 1984; Heimovics, Herman, and Coughlin, 1993).

Multiframe Approach and Implementation of Change

Implementation of a policy or program changes the status quo of the organization on the organizational and individual level and will have different meanings for all participants (Bolman and Deal, 1991). Change creates uncertainty in organizational processes and the way in which individuals act. Using the four frame approach, it is possible to conceive of individuals viewing and responding to change differently according to their orientations. For example, if in an organizational change, one group member has a structural approach, he/she will see change as producing chaos and uncertainty in the organization. Another group member using the symbolic frame may see the same change as producing a loss of organizational meaning. Whereas those who view organizations through the political frame see it as process creating conflict and disturbing power and resource distribution; and people with a human resource orientation will feel powerless and incompetent. Individuals will assess the costs and benefits of change depending on their frame of reference for organization and respond according to individual interpretation of the process.

Pressman and Wildavsky (1984) argue that different ways to look at organizations have implications related to all organizational processes leading to differing views concerning organizational goals. Differing views on organizational goals will lead to different responses to organizational change (Smelter and Zener, 1995).

Bolman and Deal (2003) discuss the use of multiple frames as the optimal way to understand organizations. The authors argue that analysing organizational processes through one lens ignores the complexity of the action and results in lack of understanding of the action. The inability to consider multiple perspectives continually undermines efforts to mange or c本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。