Reframing organizations : artistry, choice and leadership

Reframing Organizations -- Contents -- Preface -- Acknowledgments -- Part One: Making Sense of Organizations -- Chapter 1: Introduction: The Power of Reframing -- Virtues and Drawbacks of Organized Activity -- Management's Track Record -- Strategies for Improving Organizations -- Framing -- Reframing -- The Four Frames -- The FBI and the CIA: A Four-Frame Story -- Multiframe Thinking -- Engineering and Art -- Conclusion -- Chapter 2: Simple Ideas, Complex Organizations -- Common Fallacies in Explaining Organizational Problems -- Peculiarities of Organizations -- Organizational Learning -- Coping With Ambiguity and Complexity -- Making Sense of What's Going On -- Impact of Mental Models -- Conclusion -- Part Two: The Structural Frame -- Chapter 3: Getting Organized -- Structural Assumptions -- Origins of the Structural Perspective -- Strategy -- Structural Forms and Functions -- Basic Structural Tensions -- Vertical Coordination -- Authority -- Rules and Policies -- Planning and Control Systems -- Lateral Coordination -- Meetings -- Task Forces -- Coordinating Roles -- Matrix Structures -- Networks -- Designing a Structure That Works -- Vertical or Lateral? -- Structural Imperatives -- Challenges of Global Organization -- Conclusion -- Chapter 4: Structure and Restructuring -- Structural Dilemmas -- Differentiation versus Integration -- Gap versus Overlap -- Underuse versus Overload -- Lack of Clarity versus Lack of Creativity -- Excessive Autonomy versus Excessive Interdependence -- Too Loose versus Too Tight -- Goal-less versus Goal-bound -- Irresponsible versus Unresponsive -- Structural Configurations -- Mintzberg's Fives -- Helgesen's Web of Inclusion -- Generic Issues in Restructuring -- Why Restructure? -- Making Restructuring Work: Three Case Examples -- Principles of Successful Structural Change -- Conclusion.