OGL 481 Pro-Seminar I:

PCA-Symbolic Frame Worksheet

Worksheet Objectives:

1. Describe the symbolic frame

2. Apply the symbolic frame to your personal case situation

Complete the following making sure to support your ideas and cite from the textbook and other

course materials per APA guidelines. After the peer review, you have a chance to update this

and format for your Electronic Portfolio due in Module 6.

The symbolic frame focuses on how myth and symbols help humans make sense of the

chaotic world we live in (Bolman, pg. 236, par. 6). As an organization, we create a meaning as

it’s not given to us. Symbols are basic materials of the cultures we incorporate. It represents the

culture in an organization, when a strong enough symbol it automatically represents a basis of

an organization. Such examples are those of sports teams such as the Arizona Cardinals or ASU

Sun Devils. They are symbolic to their representation, expressing their culture and reputation.

To apply the symbolic frame, you must apply symbolic concepts to team dynamics. Social life,

vision, story, ritual, and ceremony are a few examples of what can be applied to an organization

making it symbolic (Bolman, pg. 236, par. 8). Symbols can be created as logos, statements,

quotes, imagery, even identity can be symbolic to what an employee should dress and look like.
1) Briefly restate your situation from Module 1 and your role.

While in charge of restructuring the design in my department, my team was stalled in

the process of implementing a new CRM system in place. I presented options with several CRM

systems to find the best match for our department. I was in of running the organization at the

time. Our symbolic structure was that we were the #1 real estate company in the country and

had the ideology of being recognized as a top performer. While making changes to the software

and structure of the organization, I had to operate with certain limitations. Culture is strong in

my organization, treating each employee like family. Me being new to the team as a leader, I

was having some difficulty being recognized and accepted by a family member.

The decision was made to set up a new system in our department to bring about a

subculture within our organization. We were given the freedom to create an environment that

was ours in our department. When I presented the software for our department to migrate to

and the dynamics I would apply to the team, these ideas were shut down. Although I was given

the freedom within my ability to create a culture for our team, we were expected to follow the

ideas of a third-party consultant who did not understand the needs of our department. I was

instructed to drop all my progress and let the professional do his work, handing me off

framework I was supposed to follow. The hand off was poor with no instructions on how

operations would be running, I had to do some digging to understand the functionality. For a

sales call center, this created problems because the software given to me to work with was

missing a main feature we needed for our jobs, live transfer. This caused delays leading up to a

failed project, and a demotion in my position as a leader.

2) Describe how the symbols of the organization influenced the situation.

The symbolic frame was highly influential in my situation because it had to be

represented throughout the organization and modeled a certain way. The problem was that a

restructure of my department was expected to meet organizational culture standards while

driving a subculture in the department for employees to thrive in, having fun while working. For

a sales call center environment, certain friendly competitions can take place and be established.

the automation of technology helps make productivity faster, which results in a bigger output in

results. Being micromanaged in this situation and instructed on what model to followed limited

my creation of our department’s symbolism.

The identity was established, and team dynamics were set in place by consultants

brought to the organization. I think this symbolism the organization was trying to create didn’t

translate well in the department because it was being forced upon us. How to choose

members, the diversity in the team, examples, and stories were all being told to us of how to

follow, limiting our creativity. As the consultant’s vision did not align with the organizations for

the roadway to success, it created conflict leaving me in the middle of the fire. The

organizational influence was already created and was expected to be worked off as a roadmap.

This was the same situation that I was presented with when I was first initially brought onto the

team as a leader in my sales department.

3) Recommend how you would use organizational symbols for an alternative course of

action regarding your case.

I would use organizational symbols as an alternate course in this scenario by

implementing the diversity in the group to its full potential. I felt the diversity was low in my

organization personally, I say this because I was the only Spanish speaking member of the

organization in our corporate office. For a small size company, involving the organizational

diversity can help shape the culture and symbolic frame, especially when the organization is

based on family structured culture. Even when given my background experience, managing

several different businesses such as restaurants, tax offices, and small teams, over 7 years, I was

led by command and not by example. I think a yes-no type of leader limits the creativity of a

leader, causing delays as steps must be taken in a sequential order.

I would take control of the direction of restructure, allowing me to create the story for

our department. It was a perfect opportunity, the organization officially moved into its official

company building, the call center department had its own location and separate enough to

create its own culture. Now call centers are not fun environments when you hear the term call

center you can barely stand the thought of being glued to a phone all day. We had to give the

opposite image of this and make people want to be here. Without being allowed to create, we

cannot create a group identity. With the given framework handed to us by our consultants,

there was no room for humor and play but only production and work. It was not a good fit, and

it lowered the motivation of the team.

4) Reflect on what you would do or not do differently given what you have learned

about this frame.

There are several plans of actions I would take considering the given situation. I

understand the ideas of the owner to have a company with a symbolic culture. When it comes

to creating subculture within the organization, it becomes challenging when not allowing the

leader to thrive. There was no personal connection throughout the environment the call center.

Sales goals were set high and couldn’t be changed regardless of the input of lead flow. The

amount of work fluctuated, but the results were expected to be consistent hitting the same

goal post month to month. By establishing members of the group, allowing room for humor and

play, and creating ritual traditions in the department, it would allow for different results.

Our symbolic tenor for success would be our secret of creating a soul for our

department (Bolman, pg. 276, par. 6). Without it, we have no identity and no purpose in our

culture. Sadly, the team can lose motivation and the drive to contribute a source of

development for the culture. By allowing myself and my team to be freer and relieve some

limitations, I think our results could have shown differently. Letting third party input run as

suggestions rather than command makes it more difficult to establish an example of a role

leader. Leading by example was something I managed to accomplish when it came to my team,

but if my leaders allowed for more trust and input from me, a symbolic subculture could have

been hit by the given deadlines.

References:

Bolman, L. G., & Deal, T. E. (2017). Reframing organizations: Artistry, choice, and

leadership (6th ed.). San Francisco, CA: Jossey-Bass