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.

1) Briefly restate your situation from Module 1 and your role.

The scenario I will be presenting was one that happened during a project ramp.
Like many companies in the sector, “SOLO” does not follow a traditional dealership
model or brick-and-mortar car purchasing locations, but rather has a network of galleries
with amenities for users, and prospective users, including a café, test drives and areas to
relax and recharge. Within this “gallery” model, there are different levels depending on
where they are located.
My role is to design and implement the daily operations and backend reporting
needed for this model. The group I am a part of, focuses on one of the three models in
particular. Our gallery is focused on the business travelers from the luxury vehicle
segment. With that in mind, our initial green-lit plan was to open up 25 “travel galleries”
across the US in strategic locations that fit our needs to be opened for the initial product
launch. This number would increase to 80 over the next 4 years after launch. This was the
plan we had been working off of for a at least 9 months. The Executive Committee then
posed the question, “Can you do the same with 10 locations instead of 25?” So we began
to work out where those would be and what we needed to do for each of them. We
presented again. Again, the Executive Committee came back and said, “Can you function
with only 5 locations instead of 10? And can those 5 all be in California?”
The problem with these questions was that not all of the information had been
given to the needed individuals. For this project to be a success, there are multiple
concurrent workstreams that are working hand-in-hand. Within these workstreams there
is site selection, architecture & design, research & development, emerging technologies,
permitting, personnel decisions, software development, and cost allocations to name a
few hurdles. Further, not all of the information as to why this question was being asked
was given to those involved—chiefly among them was the fact that our launch date had
potentially (but not so potentially) moved back by 12 months. This last piece of
information was not confirmed by the Executives nor was it communicated to any of the

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 principle stakeholders. There was not a clear reason for the change, nor was there a clear
understanding of where the change had come from.

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

The organization I work for is surrounded by symbols. Within the symbolism is

myths, value, and vision. “An organization’s culture is revealed and communicated
through its symbols” (Bolman and Deal, 2021, p. 255). The biggest symbol an
organization can have is its logo. SOLO is no different. Our mantra is “Weilai” which
means “Blue Sky Coming” and our logo symbolizes this way. The logo represents Sky,
Vision, Earth and Action. In the top; sky, openness, vision and future. In the bottom;
eath, direction, action and forward momentum. The story behind “blue sky coming” is
myth in itself. The idea came simply because our CEO was tired of seeing grey, smog-
filled skies and wanted to start an organization that was sustainable. All of these go to
show the ideals of the organization.

The situation outlined above had causation to draw from the symbolic basis of the
organization. The decision made was not one of a symbolic nature.

3) Recommend how you would use organizational symbols for an alternative course of
action regarding your case.

The answer to this question can be summed up in two sentences: “The essence of high
performance is spirit. If we were to banish play, ritual, ceremony, and myth from the
workplace, we would destroy teamwork, not enhance it” (Bolman and Deal, 2021, p.
290). The organizational symbol, its logo, pushes the ideal of “vision” and I would use
the symbolism represented in the logo to push the project along at a faster pace.

4) Reflect on what you would do or not do differently given what you have learned
about this frame.

Our organization is one full of symbolism. The culture of the company and our
home country is full of symbolism and theater. We are all members of the the same team.
“Joining a team involves more than a rational decision. At best it is a mutual choice
marked by some form of ritual” (Bolman and Deal, 2021, p. 282). Knowing how an
organizations culture can influence teams and decisions, I would push harder on our
strong company culture of VISION and ACTION.

“The values that count are those an organization lives, regardless of what it
articulates in mission statements or formal documents (Bolman and Deal, 2021, p. 256).
With this notion, I would push to understand deeper as to why this situation was
happening. “Organizations often rely on CEOs or other prominent leaders as exemplars”
(Bolman and Deal, p. 257). Our organization relies heavily (if not solely) on the approval

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 and guidance of our CEO. If he is not completely in on an idea, it doesn’t happen. If a
project isn’t going the way he thinks it should go, he steps in and resources are pulled to
get the project where it needs to be. The organization has a clear vision that, as I reflect
on the situation, helps give us a sense of purpose and points us in where we need to go,
but it doesn’t have an expiration date on it. It doesn’t say we have to be at this particular
level by this time or we fail. We can adjust and move, so long as we continue to follow
the vision.

Reference or References
(Choose appropriate Title if Applicable and Delete the Rest)

Bolman, L. G., & Deal, T. E. (2021). Reframing Organizations: Artistry, Choice, and
Leadership. [7th Edition]. San Francisco, Ca: Jossey-Bass.