Lee Bolman and Terrence Deal’s four frames model of organizations and leadership is a versatile tool for managers. In this article, I delve deeper into the political frame of their 4-frame model — its assumptions, dimensions, examples, tensions, and finally what makes leaders effective in the political aspect.
These insights are drawn from my notes on their books, "Reframing Organizations" and "How Great Leaders Think." I use this framework in my coaching and created this series to benefit others. Their body of work is essential reading for leaders and managers. Links to sources and other posts in this series are at the bottom.
Politics isn't dirty—it's essential for organizational success. Yet, many leaders shy away from it, missing out on a crucial aspect of effective leadership.
Imagine you're a new manager tasked with leading a transformation project. You have the plan, skills, and determination. But as you begin, you encounter unexpected resistance, conflicting interests, and power struggles that catch you off-guard.
Welcome to the political frame of leadership.
What is the political frame
The political frame views organizations through the lens of power dynamics and resource allocation. It sees the workplace as coalitions of individuals and groups with diverse interests competing for scarce resources, placing power and conflict at the center of decision-making.
Politics is usually perceived negatively, but it is integral to decision-making in environments with scarce resources and divergent interests. Leaders cannot afford a negative view. Constructive politics is possible and necessary for running efficient organizations.
From this lens:
- Politics is the realistic process of making decisions and allocating resources.
- Organizations are seen as alliances rather than unified entities with clear goals.
- Power is central, with various groups vying for influence. Thus, conflict is a natural and inevitable part of organizational life.
The role of leadership in the political frame is about:
- Recognizing political reality and managing conflict productively.
- Building a power base and using power carefully.
- Creating arenas for negotiation and compromise between competing interests.
- Balancing conflicting demands and creating forums for negotiation.
- Articulating common interests to unite diverse groups.
Some managers use intimidation and manipulation, which carry high risks. Savvy leaders use subtle, self-interest-based strategies to garner support and navigate politics without overt displays of power.
By adopting a constructive political approach, leaders can manage conflicts, build coalitions, and set agendas that serve both individual and organizational goals.
Assumptions of the political frame
The political frame views organizations as roiling arenas that host ongoing contests arising from individual and group interests.
Five propositions summarize the perspective:
(1) Organizations are coalitions of different individuals and interest groups.
(2) Coalition members have enduring differences in values, beliefs, information, interests, resources, and perceptions of reality.
(3) Most important decisions involve allocating scarce resources—deciding who gets what.
(4) Scarce resources and enduring differences put conflict at the center of day-to-day dynamics and make power the most important asset.
(5) Goals and decisions emerge from bargaining and negotiation among competing stakeholders jockeying for their respective interests.
— Lee Bolman, Terrence Deal
Dimensions of the political frame
Given this perspective of organizations what are the different dimensions shaping the landscape?
- Power distribution: Understanding who holds power, how it’s distributed, and who is influential in the organization.
- Conflict management: Recognizing and navigating conflicts arising from competing interests and limited resources.
- Stakeholder analysis: Identifying key stakeholders, their interests, and influence on organizational dynamics.
- Resource allocation: Deciding how limited resources are distributed and who gets what.
- Negotiation and bargaining: Engaging in bargaining and negotiation to reach decisions that accommodate different interests.
- Coalition building: Forming alliances and coalitions to build support for initiatives and increase influence.
- Political skills: Using subtle, self-interest-based strategies and diplomacy to gain support and navigate the political landscape.
- Perceptions and realities: Acknowledging that individuals and groups perceive organizational realities differently, which shapes political dynamics.
Check out my piece on sources of power for a deeper dive into what creates power in organizations.
Examples of the political frame
People who say they’d rather avoid organizational politics don’t realize its influence on every aspect of their work. Consider how politics and power show up:
- Resource allocation: When an organization decides how to distribute limited resources (like budget, personnel, or equipment) among departments or projects. This includes layoffs and involves negotiation between stakeholders.
- Coalition building: Leaders form alliances with different groups or individuals within the organization to gain support for initiatives or increase influence.
- Power struggles: Situations where individuals or groups compete for influence or control over decision-making processes, involving formal authority or informal influence.
- Conflict resolution: Leaders manage conflicts arising from competing interests of different groups.
- Stakeholder management: Leaders identifying and managing relationships with key stakeholders.
- Agenda setting: Leaders strategically deciding which issues to prioritize and how to frame them to gain support and influence outcomes.
- Decision-making: Situations where leaders must decide in situations with divergent interests and perceptions of reality.
Clearly, politics is an inevitable aspect of work life, especially in leadership.
Tensions in the political frame
Effective leaders recognize that tensions are inherent to the game and not problems that impede them. Here are some common ones from the political perspective:
- Conflict vs. Cooperation: Conflict is a natural part of organizational life due to differing interests. A competitive political environment can hinder collaboration, yet it’s essential for success.
- Short-Term Gains vs. Long-Term Goals: Political maneuvering can focus on achieving short-term benefits, undermining long-term strategic objectives and organizational sustainability.
- Authenticity vs. Facades: Effective political leaders navigate a fine line between transparency and secrecy. Too much facade breeds mistrust, while total transparency weakens advantages. Frances Frei’s Trust Triangle explains the challenges and how to overcome them using Ethos, Pathos, and Logos.
- Control vs. Empowerment: While leaders need to maintain control to navigate politics effectively, they also need to empower others. Balancing these aspects can be challenging in politically charged environments. Here’s more on creative vs controlling leaders.
- Self-Interest vs. Organizational Interest: Leaders must manage the tension between pursuing their own interests and those of the organization. Aligning personal ambitions with organizational goals is a critical but challenging task.
- Mistrust vs. Trust-Building: The political frame often involves mistrust among stakeholders. Leaders must work to build and maintain trust despite underlying tensions.
There is a whole host of paradoxes and dilemmas that leaders have to deal with.
Effective leaders in the political frame
According to Bolman and Deal,
The manager as politician exercises four key skills:
(1) agenda-setting;
(2) mapping the political terrain;
(3) networking and building coalitions; and
(4) bargaining and negotiating.
Leaders who are politically savvy excel at:
- Political leaders clarify what they want and what they can get. They are realists, focused on attainable goals without being clouded by hope.
- Political leaders map the terrain—they assess the distribution of power and interests. They identify key stakeholders and opponents, assess their power, and strategize accordingly.
- Political leaders build linkages to key stakeholders. They establish relationships and networks through personal contact and face-to-face engagement.
- Political leaders persuade first, negotiate second, and coerce only if necessary. They use power judiciously, starting with persuasion and negotiation.
Politics doesn’t have to be dysfunctional or dirty. Effective organizations need politically savvy leaders who know how to use power wisely.
Rather than viewing politics as a necessary evil, savvy leaders embrace it as a powerful tool for achieving organizational goals and creating a more dynamic, responsive workplace.
Related reading
This is one in a series of posts on the Bolman-Deal 4 frames model. Here are the other posts in this series:
Sources
- Reframing Organizations: Artistry, Choice, and Leadership by Lee G Bolman and Terrence E Deal
- How Great Leaders Think: The Art of Reframing by Lee G Bolman and Terrence E Deal
- Wizard and the Warrior: Leading with Passion and Soul by Lee G Bolman and Terrence E Deal