Chapter

Multi-framing as a tool in top management teams

Gary Kokk, Sten Jönsson and Airi Rovio-Johansson

in The Work of Managers

Published in print February 2012 | ISBN: 9780199639724
Published online May 2012 | e-ISBN: 9780191738661 | DOI: http://dx.doi.org/10.1093/acprof:oso/9780199639724.003.0005
Multi-framing as a tool in top management teams

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This chapter explores the collective process of management in an analysis of an audio–video recorded half-hour episode at a management team meeting at a multinational company. Solving problems while building team spirit among members with different competences requires the application of multiple frames of experience. Complexity stems from ‘objective’ conditions as well as from the multidimensionality of the group’s deliberation. The study uses multiple frames to understand the different implications of a proposal that provides enough sense for group members to support it, despite their different functions and experiences. However, the risk of team disintegration is intrinsic in a situation when the group tries to reconcile its members’ different views. Membership work is required. Although membership work is to some extent an epiphenomenon, an unintended side effect of the process of management, it holds the multi-framing process intact.

Keywords: multi-framing; membership work; sense; collective process; team spirit; multidimensionality; complexity

Chapter.  7128 words. 

Subjects: Organizational Theory and Behaviour

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