Why and When to Reframe?

Reframing is often a neglected Superpower.

This article explains what ‘reframing’ is and why and when to use it. The next article provides tips on how to do it.

We use mental maps and rules of thumb all the time, to simplify complexity and information overload, as we analyse situations, assess options, understand implications and make decisions. [1]

We do this almost unknowingly, forming perceptions (beliefs and opinions based on how things seem) and opinions as we draw on our frame of mind: how we think or feel about things that impact us. [2]

What is re-framing?

‘Reframing’ is a powerful process for seeing a situation, and how we might communicate about that situation, from multiple angles.

This can clarify and expand our understanding of the threats and opportunities in, or arising from, any situation. That way we can adapt or innovate more effectively the improve the results possible from that situation.  

Reframing is not…

A mental trick: Playing tricks on ourselves, without any actionable insight, is obviously a waste of time.

Wishful thinking. Effective reframing has to create new options for us, alongside the options we have generated through our more conventional methods (e.g. business cases).

Why reframe?

Weak creative-thinking and innovation causes many results shortfalls between what we hope for and what we get, as individuals, teams, organisations and communities. [3]

‘Reframing’ enables us to ‘stretch’ and ‘filter’ the situation in various directions to uncover new information, new questions to explore, new possibilities, deeper insights and new options in any situation.

Ultimately, reframing is about being better able to create situations of our choosing and to cope those not of our choosing.

It is a superpower available to all who seek greater achievement and resilience in tough times.

‘Most of us passively accept decision problems as they are framed, and therefore rarely have an opportunity to discover the extent to which our preferences are frame-bound rather than reality-bound’ – Daniel Kahneman

When to reframe?

Examples of when reframing is valuable (for individuals, teams, organisations and communities) include:

Reframing a problem or requirement. This is in situations where a ‘hard’ problem can be owned and defined, though this may take on-going iterations. This includes identifying root-causes (not just symptoms), defining what is in scope and outside scope of the problem, what ‘good’ looks like and deciding how to proceed in solving it.

In a ‘problem’ situation we expect a consensus view to emerge amongst stakeholders on what an acceptable, desirable and feasible ‘solution’ looks like. Designing a new manufacturing process is an example of a ‘problem’ since a good solution can be clearly defined and we’d expect a stakeholder consensus to be feasible to reach.

Reframing a ‘problem’ will enrich the understanding of root causes to be addressed, opportunities arising from the problem and value for money (economic, efficient and effective) solutions.

Reframing a challenge. In contrast to a ‘problem’, a challenge is characterised by immense complexity, unclear ownership, messy jurisdiction and authority issues, lack of consensus on what ‘good’ outcomes look like, ambiguity, uncertainty and long timeframes. Dealing with climate change is an example of a ‘challenge’.

The greatest pressures with a ‘challenge’ are typically to engage stakeholders, manage stakeholder conflict and to communicate with all stakeholders effectively.

Reframing vision, purpose, mission, policies and strategies. This is needed to align internal capabilities (strengths, weaknesses) with tracking of, and preparation for, external threats and opportunities, and of course results delivery.

Linking all this together is, of course, the need to test measurements and alignments within and beyond organisations. An example in this area would be scenarios and foresight work such as stress-testing a strategic roadmap to assess its effectiveness. 

Reframing the narrative of your past, present and future narrative: at personal, team, organisation, community and national levels and internationally. This can range from personal career and life planning, through to how your team or organisation will fulfil its purpose (and what that should be) through to large agendas like the Great Reset and UN Sustainability Goals.  

Reframing an annoying situation where you have little control. My nemesis used to be my printer. A good, modern machine. Great reviews. But with a mind of its own sometimes, especially when you’re racing to a deadline.

It used to get to the point where I really considered throwing it against the wall! Even my wife – who is a lovely, placid person usually – almost turned in the Incredible Hulk a few times, out of frustration with it!

Our daughters had the ‘blood pressure, Dad’ conversation with me a few times. I'm now doing much better ‘reframing’ these episodes with humour (sometimes the gallows type!) I’m glad to have this back in perspective.

How about you?

What situations really annoy you, are blocking progress or waste your precious time?

What situations will you reframe?

Finally, an example of good reframing:

As you get older you’ve got to stay positive. For example, the other day I fell down the stairs… Instead of getting upset I just thought, ‘Wow, that’s the fastest I’ve moved in years!’ – Thehumorpage.com

(Image: Lensabl, Unsplash)

Summary

Reframing is a powerful tool for enhancing our understanding of the possible threats and opportunities inherent in a situation, to enable better innovation and results from, and in, that situation.

The next article provides tips on how to ‘reframe’ any situation.

David Santineer is a Co-Founder at Proactive by Design. Having led change teams in private, public and third sectors, he specialises in foresight and scenario work for high stakes decisions and self-starting skills for better results from change.  

[1] Hampden-Turner C (1992) Creating Corporate Culture: From Discord to Harmony. Reading, MA, Addison-Wesley.

[2] Cambridge English Dictionary

[3] Bolman L G & Deal T E (2017) Reframing Organizations: Artistry, Choice and Leadership, 6th Edition, Jossey-Bass, Hoboken, NJ