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.

My role at my job is assistant manager, and I am in training to become a store
manager at Starbucks Coffee Company. I have been a partner for over nine years. The
situation is the barrier between being able to maintain proper scheduling while facing
data that shows that we are overstaffed, yet our partners are not meeting the metrics of
reaching their preferred hours worked. My store is a low volume café with two full-time
salaried employees, the manager and the assistant manager. Salaried partners also count
on the coverage hours allotted when we are not working on our administrative
responsibilities, which there is a budget for. We are unable to reach 90% accuracy for all
partners in the store, there is an availability need for early am and all day on Sundays,
and if we hire more to fill the gap, then there is a risk of more hours lost per partner. My
district manager wants a couple of partners to transfer

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

Symbols are how we interact and interpret the world around it, and it allows us to
make meaningful connections that increase commitment and a sense of belonging to the
world around us (Bolman & Deal, 2021, p. 248). These can be in the form of rituals,
storytelling, or relics. While I do not believe this frame impacts the availability greatly,
there are many symbols in Starbucks that could affect the resistance against wanting to
change store locations. I believe the values are what lead us to the situation. The values of
starbucks are craft, belonging, courage, results, and joy. Many of our partners live and
feel these in the store environment, and often each store adapts them uniquely to their
teams individuals, which makes partners want to stay part of the team. There is nothing
wrong with this, but it is affecting the ability to schedule to business, customer, and
partner needs.
Another way symbols have influenced this obstacle is the adaptability Starbucks
has to adjust to availability needs and requests with the partner availability form. This
form is structured with alignment to satisfy each partner’s work, home, and school life
balance. In my district, our leadership has been instructed to not deny anyone’s request,
which this can both be political and symbolic. In a symbolic stance, this represents the
flexibility and willing to work with the needs of each partner. This shows value to each
partner when we are able to provide them the desired work schedules.

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 3) Recommend how you would use organizational symbols for an alternative course of
action regarding your case.
I would use storytelling as an opportunity for an alternative course of action
because this has the power to motivate and drive change. When there are experiences
shared, this opens up the conversation to understanding more about the situation and how
it could affect the partners. A lot of my personal experiences are stories how I have had to
reach the hours I needed before I became a salaried partner. A lot of those benefits was
the network I built and the sense of belonging I created for myself across the district and
beyond the four walls of my home store. It provides insights and different perspectives to
the everyday operations of a Starbucks store. With storytelling, I would also lean into the
symbol of the green apron and how it is what unites us as partners, and connects us by a
common thread. One of our values is belonging, and it is to know that we are part of
something greater than ourselves, and that no matter where you go, you belong there. I
would frame it as an opportunity to expand and grow professionally, as it helped me.
While I have access and in depth training to the reports provided for labor, I often
refer to it as a division problem when having transparent conversations. When we are
able observe the numbers projected, many begin to understand that hours are a limited
resource, and restricting their availabilities to a daypart where more than few are
available can affect the amount they receive. We include them in the conversation before
bringing any more partners on because this will also decrease their hours as we need to
balance them the best we can.
Our partner development conversations are coming up, and this happens about
twice a year, like an evaluation ritual (Bolman & Deal, 2021, p. 304). This is an
opportunity to have a coffee tasting, yet another ritual, and hold a conversation with each
of our partners to identify what their current and future needs are. This gives the partner
an opportunity to be heard, seen, and supported in achieving these endevours. These can
open the door to more options for receiving hours or compromising for flexibility in their
schedule.

4) Reflect on what you would do or not do differently given what you have learned
about this frame.
I have learned that living the mission and values of the company has created a
strong commitment to team building. The connection we feel with others is more than
what the data can show, and this is important to remember. Symbolism instilled in the
values is what we showcase and live each day as leaders of the company by wearing our
green aprons alongside our team, wearing the dress code, showing up on time, working in
routine, and spending time knowing and having fun with our partners.
A lot of this framework relies on the delivery and appearance of solution. Like a
drama, there is a way to phrase and present ideas that will benefit all without sacrificing
the values of the organization. In a way collective bargaining might be a good approach
to consider as something to do differently as it includes all sides of the conversation to
come to an agreement (Bolman & Deal, 2021, p. 305). In this case it would be the
partner, managers, and district manager. With this, everyone knows what is needed from
everyone, and a common solution can be found or at least have everyone on the same
page. I have learned my partners prefer the transparency and want to be involved in the

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 conversation. This ties to our belonging and courageous values. While I do not see there
will be a solution, there is an understanding and common ground we can navigate.

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 Reference
Bolman, L. G., & Deal, T. E. (2021). Reframing Organizations: Artistry, choice, and leadership
(7th ed.) San Francisco, CA: Jossey-Bass