Symbolic Frame

Briefly restate your situation from Module 1 and your role. 

In 2016, C&A Associates, Inc. faced a catastrophic flood that devastated its Baton Rouge office, impacting 80% of employees, many of whom lost their homes. The office remained underwater for over a week, resulting in significant damage to operational infrastructure. I was brought in to assess the situation, create a recovery plan, and implement a strategy for stabilizing operations. However, the lack of clear communication regarding my authority led to confusion and tension within the organization. My challenge was to balance decisive action with emotional support to rebuild both the company’s infrastructure and employee morale.

Describe how the symbols of the organization influenced the situation.

Symbols within an organization, such as leadership presence, traditions, values, and shared narratives, play a critical role in shaping perception and guiding behavior. At C&A Associates, certain symbolic elements influenced the recovery process and impacted employees’ responses to my leadership.

First, the company had a strong historical identity tied to resilience and innovation in disaster recovery solutions. However, in this crisis, employees struggled with challanges between their professional expertise and their personal vulnerability. The lack of a clearly defined recovery symbol or rallying message contributed to a sense of disarray. Without a unified vision for moving forward, employees were uncertain about their roles and responsibilities, leading to disengagement and skepticism about leadership decisions.

Second, leadership symbols such as visible action, communication channels, and organizational traditions influenced how employees viewed my role in the recovery. My decision-making and restructuring efforts signaled competence but lacked the symbolic reinforcement needed to gain trust. Employees were accustomed to a collaborative leadership style, yet my mandate was to act decisively. Because the owner had not publicly communicated my authority, my presence became a source of ambiguity rather than a symbol of stability. This reinforced resistance and created an “us versus them” mentality, as employees questioned whether my actions were aligned with the company’s core values or a break from its historical culture.

Recommend how you would use organizational symbols for an alternative course of action regarding your case.

Applying the principles I learned from The Oz Principle, I would focus on leveraging organizational symbols to establish accountability, reinforce shared values, and foster a culture of ownership.

First, I would introduce a unifying recovery symbol, such as a visual progress tracker or a “Rebuild Together” campaign, to reinforce collective accountability. Much like Dorothy and her companions in The Wizard of Oz had to recognize their own abilities to reach their goal, employees needed to see their role in the recovery process. By clearly outlining milestones and celebrating small wins, I could create a narrative of progress that employees could emotionally invest in, reducing resistance to change.

Second, I would use symbolic leadership actions to solidify my role and build trust. Instead of relying solely on authority, I would host town hall meetings where employees could voice concerns, mirroring The Oz Principle’s concept of moving above the line from victimhood to accountability. By consistently reinforcing that everyone had a role in the company’s recovery, I could shift the focus from blaming external circumstances to taking ownership of solutions. Additionally, incorporating legacy symbols—such as displaying past achievements in disaster recovery—would reconnect employees to the company’s core identity and instill confidence in our ability to rebuild.

Reflect on what you would do or not do differently given what you have learned about this frame.

Reflecting on the symbolic frame and the lessons from The Oz Principle, I recognize that my initial approach prioritized operational efficiency over symbolic leadership. While I effectively managed the logistics of recovery, I failed to account for the emotional and cultural dimensions that influence organizational change.

Moving forward, I would place greater emphasis on establishing a clear narrative of accountability. Instead of assuming that employees would immediately accept my leadership based on action alone, I would invest in symbolic gestures that reinforce unity. For example, rather than focusing solely on top-down directives, I would create visible leadership moments—such as participating in recovery efforts alongside employees—to embody the company’s commitment to resilience. By demonstrating ownership in a tangible way, I could foster a culture of shared responsibility rather than perceived imposition.

Additionally, I would be more proactive in addressing ambiguity regarding my role. I would encourage the company owner to publicly introduce me and define my authority, reinforcing my presence as a stabilizing force rather than an external disruptor. This aligns with The Oz Principle’s idea of “See It, Own It, Solve It, Do It,” ensuring that employees clearly understand the situation, take ownership of their part in the recovery, contribute to solutions, and follow through with action.

Ultimately, the symbolic frame highlights the importance of perception in leadership. My experience taught me that success is not just about executing strategies—it’s about shaping the symbols, stories, and traditions that guide organizational behavior. By integrating these insights, I can create a more effective and cohesive leadership approach in future crisis situations.

References

The Advocate. (2017). What caused the historic August 2016 flood, and what are the odds it could happen again? The Advocate. Retrieved from https://www.theadvocate.com/louisiana_flood_2016/what-caused-the-historic-august-2016-flood-and-what-are-the-odds-it-could-happen/article_3b7578fc-77b0-11e7-9aab-f7c07d05efcb.html

NOAA. (2016). Louisiana Flooding: August 2016. National Oceanic and Atmospheric Administration. Retrieved from https://oceanservice.noaa.gov/news/aug16/louisiana-flooding.html

Connors, R., Smith, T., & Hickman, C. (2004). The Oz principle: Getting results through individual and organizational accountability. Portfolio.