So tell me, what is the real situation?

Friday, 29 April 2011
I’ve often been asked (in both working and training sessions) what do you do when… I always say there are two answers – the short one is...
Well, it depends...
Ross Gittens wrote an article in the Sydney Morning Herald about the importance of context. The meaning and importance we give experiences is hugely influenced by the context in which they occur. Gittens borrows the widely used (eg: media studies, sociology, psychology and economics) concept of framing for this.




A picture frame focusses attention on the picture inside, and sets it apart from its surroundings. It shapes how we look at the picture. In addition, framing is a kind of mental shortcut. Human beings are good at this – frames provide people a quick and easy way to process information. So, frames can become a mental “filter” to help make sense of incoming messages.

Framing can be something that happens to us, as for example in advertising or political spin. This gives the sender and framer of the information great power. Consider the Bush administration’s rapid re-framing of its response to 9/11 from “terror as crime” to the “War on Terror”.

Framing can also be something we do for ourselves. We can choose how we relate to a particular life experience. For example, we can see losing a big tender as a learning opportunity rather than just a painful pile of crap.

It’s important to note that while we can choose our frame/s, there must be a frame. As Gittens says, “All context is framing, and, stripped of their context, facts are meaningless.” We cannot not have a frame!

So, what does this mean for us as facilitative leaders? Firstly, part of our role is to help the group build and agree on a shared context. Each part of the overall process contributes to this: defining the topic, generating information, creating shared understanding, discerning new options, deciding next steps.

Secondly, it provides a large range of practical tools for tackling difficult issues. These include:
  • Reframe to joint problem-solving
  • Ask questions: why? why not? what if?
  • Test how flexible it really is
  • Reframe from blame to contribution
  • Ignore, reinterpret or test ultimatums
  • Reframe from ‘you’ and ‘me’ to ‘we’
  • Reinterpret as a softer aspiration or ideal
  • Reframe from past problem to future remedy
Designing a good processes and working effectively with difficult issues: you can’t ask more than that.

So, what’s your experience of choosing and using frames? Please, share your thoughts and comment below.

Go well!