7.1
REFRAMING: WORKING THE REAL PROBLEM
Inspired by Roger Fisher, William Ury, Edward Russo,
Paul Schoemaker, Paul Watzlawick, et al., and Norm Smallwood.Far too often problem-solving efforts fall flat because leaders work the wrong problem. A prob-
lem presented to a leader is often summarized into a complaint or a frustration. It frequently
takes a lot of probing by the leader to get to the genuine problem definition. Problems can be
defined too narrowly, too broadly, or in a way that leads to an inferior set of solutions.
This tool helps leaders put the presented problem into a new frame—in other words,
reframe it, in order to ensure that the time leaders and others spend solving problems is well
invested and that their efforts are highly leveraged. This reframing process turns inappropri-
ate and potentially misleading problem definitions into clearer and more effective problem
statements.
200 SECTION 7 TOOLS FORPROBLEMSOLVING, DECISIONMAKING, ANDQUALITY
The presented A more The reframing
frame powerful frame process- The problem is presented too narrowly.
- Ask about the business issues underlying
the narrow frame. - Present the larger frame.
- Present the business benefits of the larger
frame.
- Ask about the business issues underlying
Typical lead-in to expand the frame: “Just to
be sure I understand, can we step back ...?”➟
- The problem is presented too broadly.
- Ask for specific examples.
- Ask about the issues underlying the
problem. - Present the new, decreased frame and its
business benefits.
Typical lead-in to narrow the frame: “Could
you give me examples of what led you to ...?”➟
- The problem statement leads to an inferior set of solutions.
- Acknowledge the current frame.
- Propose a new frame.
- Explain the business benefits of the new
frame and the disadvantages of the old.
Typical lead-in to reframe: “Can we consider a
different way of looking at this concern?”➟