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Each approach of Cindy Marshall has the right to life, but at best, it should not lead to an escalation of the conflict, but at the same time, maintain a balance of subordination and corporate ethics. Political and structural frames are simply an indication of the fact of a new leader, while Bill’s role is now to help and accompany (Bolman & Deal, 2017, p. 317, p. 319). The approach through the HR frame is much more diplomatic, while the symbolic one somehow leads to an absentee conflict, which, nevertheless, can be resolved by agreement. In this situation, the most losing option for Cindy is threats, solving a problem with high-ranking authorities, or a confrontation in front of employees. While each approach has its drawbacks or blind spots, it is in Cindy’s interest to maximize the benefits of an integrated approach (Bolman & Deal, 2017, p. 323). In the case of the symbolic frame, a good tactic is to compare the situation with the client’s expectation, but in this way, Marshall deliberately enters into a conflict, which proposes to solve it right there, which is very diplomatic.
The political frameworks are more with subordination and trying to solve the problem with the vice president. The disadvantage of the approach is that the delegation of responsibility for the conflict on the first day of work does not speak in favor of either Cindy or Bill but instead sends a signal to management that junior leaders cannot solve their problems themselves. On the other hand, Marshall must show that she now has the last word and maintain dignity, which this frame facilitates. The dialogue in terms of HR is the most diplomatic and advantageous for Cindy, as she immediately expresses confidence in subordinate employees, does not escalate the conflict, and leaves the premises. The Structural Frame keeps Cindy in line with her goals, which breaks the diplomatic a bit but also leads to conflict. Therefore, the most optimal dialogue option should be to choose the HR frame, insisting as delicately as possible on fruitful cooperation after listening to the opinion of subordinate employees, and only then making tough decisions, including in dialogues with Bill. In the end, the employees determine the quality of the company’s service, which must be improved regardless of the leaders’ debate.
Reference
Bolman, L. G., & Deal, T. E. (2017). Reframing organizations: Artistry, choice, and leadership. John Wiley & Sons, Incorporated.
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