This thesis utilizes the four frames created by Bolman and Deal’s book, Reframing Organizations—structural, human resources, political, and symbolic—to analyze and provide potential solutions for the underlying issues at Starbucks Coffee Company. First, Starbucks is introduced by providing background information on the company itself, the structural hierarchy, and the history of unionization at Starbucks. Then, research on unions in general is given to provide more information about unions as a whole, and why it may not be the best answer for Starbucks. The slowing unionization movement is addressed. Next, is the presentation of the two main underlying issues. The two issues focused on throughout the thesis are the strict day-to-day task completion routines in the form of “Clean, Safe, Ready” Cards and the inadequate means of judging store success through a Customer Connection Score. Both issues are overarched by a feeling of disconnect between baristas and their leaders. For both topics individually, the four frames are used to describe where the frustration of the employees may be coming from and to describe solutions that may not only prevent future unionization but help to promote a more open dialogue in the workplace for future shortcomings. By using verbiage found in Reframing Organizations, this thesis intends to shed light on the daily frustrations that baristas and supervisors face at Starbucks to help explain what support they actually need. Support such as more creative freedom in determining what part of the day tasks are to be completed and a better way to judge their efforts in customer connections.