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The Art of Framing Managing the Language of Leadership

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Framing Leadership in Times of Crisis

Written past Jingjing Liu and Dr. Pamela Eddy, William & Mary

The global pandemic that began in 2020 caused instruction disruptions for learners and forced customs colleges to arrange to unexpected situations. In times of crisis, leaders must respond to new demands finer and recognize the need to help others process the crisis. Leaders need to back up the collective work of employees and strive to help their institutions survive the changes wrought by the pandemic.The ability to view complex situations from multiple perspectives to help people make sense of changes during times of change proves critical. An equally of import consideration is the fact that people can pb regardless of not belongings a "leadership" position.

Agreement how to see bug facing the college from multiple perspectives is helpful.  Bolman and Deal's (2013) iv frames of leadership provide a useful tool to utilize. The frames they nowadays include: structural frame, human being resources frame, political frame, and symbolic frame. When individuals know their preferred frame, they tin describe upon these strengths to help during a crisis and they tin understand better how to interact with others from unlike frame perspectives. "Leaders who understand and apply multiple lenses to situations are able to generate a broad view of the potential stakeholder and organizational perspectives, responses, and tensions in a given situation" (Eddy & Kirby, 2020, p. 26). Leaders must besides know their ain leadership frame to understand how all-time to interact with others that take dissimilar frame orientations. A quick survey provides a tool for individuals to identity their frame orientations.

Knowing your preferred frame of leadership can assistance in communicating with others. When leaders prepare for responding to a challenging situation, they must communicate with others to build buy-in to the actions needed. Fairhurst and Sarr (1996) review the communication concept of framing helps provide a playbook for improving interacting with others. In this instance, framing involves the leader providing interpretation for others by calling attention to sure points of focus. The choice of language informs perceptions, and planning ahead prepares leaders respond spontaneously. When leaders face up a crunch and programme to communicate it to a wide range of audiences, how they frame the ambiguity that naturally occurs during a crisis sets the stage for the ways people react mail-crisis. Helping provide significant past framing the uncertainty of situations for others is a central role for leaders. Faculty members intuitively exercise this when working with students and are well equipped to translate this skill when leading peers and others on campus.

Pedagogy leaders confront crunch scenarios more than ofttimes now compared to the by. Key here is having the ability to help others make sense of what is going on and knowing that how they interpret the crisis for others matters to avoid chaos—in classes, in departments, and on campus. The need exists for campus professional person development sessions that aid the campus community to larn the multiple frames of leadership and the means to utilize framing of meaning in an organization. Post-obit are several suggestions to guide campus professional development.

  1. Host campus book clubs using different leadership books, including options like Reframing Organizations: Artistry, Choice, and Leadership (Bolman & Deal, 2017), The Art of Framing: Managing the Language of Leadership (Fairhurst & Sarr, 1996), and Leading for Tomorrow: A Primer for Succeeding in Higher Education Leadership (Eddy & Kirby, 2020). These books serve as good references to learn strategies and develop a common understanding of cardinal concepts of how organizations work.
  2. Employ self-assessments to allow individuals help in expanding their knowledge and to connect to their own experiences. For example, Bolman and Deal (2017) provide a web based leadership inventory that helps individuals identify their master leadership orientation (seeFrames Quick Self-Rating Calibration).
  3. Use case studies to strengthen skills in problem-solving. Leading for Tomorrow (Eddy & Kirby, 2020) provides several case studies of real-world examples that guide readers to generate solutions and approaches to the problems presented.
  4. Provide opportunities for debriefing after involvement on committees/initiatives to aid individuals in mining their experiences for lessons learned. A debriefing opportunity can provide the fourth dimension and safe space for individuals to share what they have learned from their commission piece of work, what they would like to learn to improve their leadership skills, and what they would change in their next commission interest.  Debriefings help attendees to pay attention to individual experiences and stories too every bit strengthen relationships with others. Meanwhile, campus leaders obtain feedback that helps them to improve committee assignments. A adept resource to plan for debriefings isDebriefing: A Simple Tool to Help Your Team Tackle Tough Issues, whichdescribes steps to behave an effective debriefing.

References

Bolman, Fifty. G., & Deal, T. E. (2013).Reframing organizations: Artistry, choice, and leadership(5th ed.). Jossey-Bass.

Eddy, P. L., & Kirby, Due east. (2020).Leading for tomorrow: A primer for succeeding in college pedagogy leadership. Rutgers University Printing.

Fairhurst, 1000., & Sarr, R. (1996).The art of framing: Managing the language of leadership. Jossey-Bass.

Sundheim, D. (2015, July 02). Debriefing: A simple tool to help your team tackle tough issues. Harvard Business Review.  https://hbr.org/2015/07/debriefing-a-simple-tool-to-assist-your-team-tackle-tough-problems

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Source: https://serc.carleton.edu/sage2yc/frame_lead.html

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