Jeremy and the Re-Org Jeremy works at a creative advertising firm in which cross-functional teams are created that bring together skilled graphic artists, digital artists, brand managers and others to brainstorm, pitch, and ultimately deliver on promotional campaigns for clients. Jeremy is a highly experienced graphic artist who has been on several teams in the past three years at this company. Over the past year in particular, Jeremy has seen some of the teams be more productive, successful, and creative than others. Each team has a manager who provides leadership and direction. Jeremy has noted that some managers are more successful at coordinating and motivating their team than others. Management style seems to be tied to overall team success in this environment. Jeremy was relieved when teams were shuffled and realigned last week. He had become increasingly concerned that certain managers would have negative long-term impacts on productivity and morale. In the process of the re-organization, Jeremy was asked if he would like to take on a management role for one of the teams. What frame was Jeremy using when he made his original analysis that linked team success to managers? What sort of lessons can Jeremy learn from observing