Policy-Making: Reframing Organizations Essay

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Exploring the ways organizations function and the politics of their internal dynamics, Bolman and Deal (2013) noted that organizational hierarchy is not a fixed structure, but instead, it works as a set of coalitions. This creates multidimensional power relationships in which many groups and individuals can impact each other by pursuing different goals and objectives. As a result, the general organizational goals and strategies are not set from the top down but are negotiated at every stage and level, eventually coming to their final shape (Bolman & Deal, 2013). The article by Coburn (2006) is focused on the issue of problem framing in policy-making.

The author noted that the process of policy-making is based on the perceptions of particular social problems by the makers of policies. As a result, the perceptions of individual actors can determine the orientation, direction, nature, means, and implementation of the policy. The connection that can be seen between the chapters and the article is in their approach to organizational politics as a complex communication process that is comprised of multiple levels of interaction, each of which can impact the course of policy.

As a result of this tendency, problems, as well success, of the entire organization cannot and should not be blamed on a single part, department, or coalition of participants. In addition, apart from the inner dynamics of organizations, their policies are also influenced by stakeholder groups who are directly engaged in the organizational actions and dynamics regardless of their being absentee owners and collaborators. Due to the complexity of power balance and relationships, policies and projects need to be carefully monitored at every stage of planning and implementation in order to avoid critical errors that can result in negative outcomes in the future.

References

Bolman, L. G., & Deal, T.E. (2013). Reframing organizations: Artistry, choice, and leadership (5th ed.). San Francisco, CA: Jossey-Bass.

Coburn, C. E. (2006). Framing the problem of reading instruction: Using frame analysis to uncover the microprocesses of policy implementation. American Educational Research Journal, 43(3), 343-379.

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