The 508(c)(1)(a) Initiative Workshop

Meta Models
Attempts have also been made to put elements of the above models into a kind of metamodel.
Based on a theorized blindness of a single perspective, Lee Bolman and
Terrence Deal have designed a model that splits analysis into four distinct paradigms.
These 'frames' are to be used as a pluralistic model, and therefore allow analysts to
change thinking by re-framing understanding and points of reference.
Structural Frame Here organizations are to be understood by role definitions and clear
hierarchy. Problems come from overlapping responsibilities and unclear instructions.
The assumptions are similar to the rational model shown above and Taylorism.
Human Resource Frame According to this frame organizations exist to serve society,
they are places for growth and development. Problems come from when people are not
motivated or trained sufficiently. This is Similar to the Sociotechnical model, or the work
of Daniel Pink.
Political Frame this frame posits that organizations are cutthroat jungles, where only
the strongest survive. Problems come from poor power coalitions or overly centralized
power.
Symbolic Frame This frame supposes that organizations are deeply symbolic and
successful business is about the representation genuine meaning. Problems occur
when actors fail to play their parts.
Bolman and Deal lay out these frames in their book Reframing Organizations: Artistry,
Choice and Leadership the authors also provide many examples of how best to apply
their four frames analysis.
Organizational Network Analysis
Organizational network analysis (ONA) is a method for studying communication within a
formal organization to make invisible patterns of information flow and collaboration in
strategically important groups visible. The method is applied by first mapping the
relationships among people, tasks, groups, knowledge and resources of organizational
systems. Then, analyzing the collected data with a social network analysis software in
order to find organic clusters, opinion leaders, peripheral and bridging actors, indirect
relations that are otherwise invisible.
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Organizational Analysis Examples
Reflective Practitioner Model: Washington D.C. School System
In the early 2000s, the Washington D.C. public schools (DCPS) faced an organizational
crisis. D.C. mayor Adrian Fenty sought advice to determine what was the best way to
effectively improve the Washington D.C. public schools. Fenty employed Michelle
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