According to Bolman and Deal, "multiframe thinking is challenging and often counterintuitive. To see the organization as machine, family, jungle and theater requires the capacity to think in different ways at the same time about the same thing (page 433 or 422, depending on your book edition)."

How do you manage to perceive situations in organizations as a leader as a multiframe thinker? Which part of this challenge is do-able and what can become frustrating? Which frames do you find easier in this capacity, and which take the most effort? Please share examples and cite the text and other resources as relevant.