1.5 - About University

7.1R EFRAMING: WORKING THE R EAL P ROBLEMInspired 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 problempresented to a leader is often summarized into a complaint or a frustration. It frequentlytakes a lot of probing by the leader to get to the genuine problem definition. Problems can bedefined 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 wellinvested and that their efforts are highly leveraged. This reframing process turns inappropriateand potentially misleading problem definitions into clearer and more effective problemstatements.The presented A more The reframingframe powerful frame process1. The problem is presented too narrowly.➟• Ask about the business issues underlyingthe narrow frame.• Present the larger frame.• Present the business benefits of the largerframe.Typical lead-in to expand the frame: “Just tobe sure I understand, can we step back ...?”2. The problem is presented too broadly.➟3. The problem statement leads to an inferior set of solutions.➟• Ask for specific examples.• Ask about the issues underlying theproblem.• Present the new, decreased frame and itsbusiness benefits.Typical lead-in to narrow the frame: “Couldyou give me examples of what led you to ...?”• Acknowledge the current frame.• Propose a new frame.• Explain the business benefits of the newframe and the disadvantages of the old.Typical lead-in to reframe: “Can we consider adifferent way of looking at this concern?”200 SECTION 7 TOOLS FOR PROBLEM SOLVING, DECISION MAKING, AND QUALITY