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Essay / Research Paper Abstract
A 4 page review of two chapters from Lee G. Bolman and Terrance E. Deal's book. This paper reviews Chapters 9 and 10, summarizing the main points and applying them to real life situations presented by the authors. No additional sources are listed.
Page Count:
4 pages (~225 words per page)
File: AM2_PPpolPwr.rtf
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Unformatted sample text from the term paper:
Bolman and Deals (2003) "Power, Conflict, and Coalition", Chapter 9 of "Reframing Organizations" offers insight into the way
that political agendas can result in corrupt decision making. Using the 1986 Challenger disaster as an example the authors emphasize that, while critical decisions are made at the top
of an organization, there are often "a welter of dispersed and conflicting goals" at play behind these critical decisions that "set the stage for conflict and power plays" (185).
The Challenger disaster, while one of the most catastrophic, is just one example of the often unfortunate result of such political dynamics. Bolman
and Deal (2003) term the scenarios surrounding political decisions the "political frame". They distinguish between that frame and a more personal frame where blame is placed on personal characteristics
such as nearsigntedness, incompetence, and selfishness. Political frames, in contrast: "assert that interdependence, divergent
interests, scarcity, and power relations inevitably spawn political activity" (Bolman and Deal, 2003, p. 186).
Consequently, it is necessary to recognize that political activity is an exercise of power and is the result of an organizational coalition, coalitions composed of a diversity of individuals and
groups, rather than an organizational hierarchy (Bolman and Deal, 2003). This coalition is affected by internal and external factors but when we think of the scenario as a coalition
as opposed to a hierarchy the political dynamics do not inevitably undermine principles and ethics. It is also necessary to recognize, of course,
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