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Four Frame Analysis of "The Best Laid Incentive Plans": Recommendations for a Fictional Case Study

Creating new structures and processes within a business organization must necessarily include attention to many different details if it is to be successful. The changes designed and implemented by Hiram Phillips at Rainbarrel proved to be effective as cost control measures and in improving efficiency, but the lack of attention to other details made these new practices detrimental to the overall operations of the company (Kerr 2003). Using the four frame analysis technique, changes for this organization given its current position and problems can be recommended. The four frames identified by Bolman and Deal are essentially preferences or perspectives utilized by leaders; a combination of these structural, human resource, political, and symbolic perspectives is most often of the greatest benefit to a given company (Bolman & Deal 2011; Macleod 2007). This paper will examine the issue from each of these four frames and make recommendations that will benefit all areas of Rainbarrel's operations and its efficiency accordingly.

There are not abundant details given regarding Rainbarrel's structure, however some changes can defiantly be recommended in this regard. It is clear that Phillips' changes were implemented some time ago and apparently feedback from other departments and officers has not been proffered until this point (Kerr 2003). Establishing more effective communication structures and codified interdepartmental expectations in this regard would help to ensure that all implemented changes are effective in all levels and areas of operation (Papa et al. 2007).

Human resources issues are important in this case primarily due to the effects on morale observed following the implementation of Phillips' recommended changes (Kerr 2003). While not central to developing a direct solution to the company's problems and redesigning the needed changes in operations, addressing morale issues and ensuring that all employees are truly onboard with the changes being implemented can greatly affect the success of these changes and the level of their adoption and use by employees. Human resources issues are often overlooked by managers and leaders that operate with an emphasis on alternative frames and perspectives, causing a distinct shortsightedness when it comes to the true operational value of certain changes (Macleod 2007; Bolman & Deal 2011).

Hiram Phillips appears to be a highly apolitical leader; his complete lack of awareness in regards to potential conflicts and other problems arising out of his proposed changes as well as his apparent lack of awareness of the differing needs and potential perceived competitiveness in different parts of the organization reflect the negative aspects of such an optimistic and apolitical view (Kerr 2003; Bolman & Deal 2011). There needs to be a better understanding on Phillips' part regarding the varying needs and limited resources available to the organization, and an optimization of all processes and procedures rather than a unilateral change that enhances one specific area of operation and concern would likely be more effective and better received (Macleod 2007). With a greater political awareness -- and perhaps greater political pressure -- Phillips' changes would be better suited to the company overall.