At the beginning of 2020, a global pandemic had left leadership at the large, aerospace conglomerate Raytheon Technologies with a drastic reduction in sales, creating conflicting desires between dissatisfied employees and investors. Unique challenges, such as a pandemic, have been shown to be effectively addressed by leaders using the “reframing” technique. This thesis demonstrates the process of reframing and its ability to reveal additional solutions that Raytheon Technologies leadership should have implemented when there was a drastic drop in company profit. The process of reframing is changing the perspective of a situation, using four different frames: structural, symbolic, human resource, and political. The reframing method uncovers how Raytheon Technologies could have most effectively addressed the needs of the employee, as well as the company, in the context of the COVID pandemic. The well-being of the employees would have been better supported financially and emotionally if Raytheon had used the four framing techniques to approach the company's financial health and better communicated to improve the emotional welfare of the employees. This thesis analyzes the situation of leadership fighting for a company’s survival, while thousands of employees were scared for their job security through each frame to reveal the additional solutions. After analyzing the situation through each frame, the human resource and political frames would be the most impactful for improving employee morale, while reducing overhead. From the human resource frame, increasing the content and frequency of communication between leadership and employees would reduce anxiety caused by uncertainty. The political frame offers ideas for reallocation of resources while avoiding layoffs. The reframing technique is an adaptable model that can be applied by leadership to assess any problem. Each frame has its assumptions and limitations, and leadership’s success is dependent on their ability to choose the proper frames.

This thesis utilizes Bolman and Deal’s Four Frames to analyze the confusion and miscommunication within the coffee company, Starbucks. This is a direct translation into the practice of a barista. Emphasizing the importance of explaining policies and communication between baristas. Revising training manuals and educating baristas through a more extensive training program would result in a better work environment and create a more consistent Starbucks experience between each retail store. An explanation of how the Starbucks retail store works and the dynamics of the bar position and steam wand are given. Ultimately, the Symbolic and Human Resource frames highlight Starbucks, however, the Structural frame does fall short. The political frame highlights a specific conflict that happens at the retails level. The analysis is based on all four of these existing frames presented in the text by Bolman and Deal as well as Starbucks-oriented literature evidence. Recommendations for the future of the Starbucks company include adjusting the training to incorporate a module based on understanding the reason specific tasks are done, making a chart to remind baristas of why certain tasks like sanitizing the steam wand are crucial to the success of the company. Overall, analyzing through the frames presented by Bolman and Deal it could potentially allow successful solutions to be established to encourage the advancement of the Starbucks company.

The thesis focuses on the opportunity of receiving the Rock Chapter Award as a chapter of Sigma Nu Nationals and analyzes it using Bolman and Deal’s Four Frames. An introduction to Sigma Nu, its programs, the Zeta Upsilon chapter, and guidelines brings into perspective how members and a chapter can earn a Rock Chapter Award. The introduction highlights the structural emphasis on the award and its achievement, however an analysis offers insights on how to further tighten the bolts within the structure and offer support by aligning members needs and skills with Rock Chapter criteria. A multi-frame approach is further supported by discussing the symbolism behind Rock Chapter and how it can be used as cohesion between the rigidity of the structure and the softness of the people. The frame analysis provided some solutions, which include adding a form of officer hours, increasing the effectiveness of the treasurer, and improving the culture of the weekly meetings. The four frames offer various insights into what is missing and how leadership can utilize assets, such as the resources of Sigma Nu and even Zeta Upsilon, to inspire the pursuit of excellence. Further, the four frames opens the door for leadership to better prepare for future Pursuit of Excellence Self-Assessments or operations by not being confined to one frame, which is useful to Zeta Upsilon as the chapter has been conditioned to rely on a structural approach during its short time back on Arizona State’s campus.