Framing Patterns

Framing
Somik Raha
Peter McNamee
SmartOrg, Inc.
www.smartorg.com
2/7/2013
Decision Analysis 2

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What is framing?

A frame is a limited description of a problem
that filters what is relevant

Inappropriate frames can result in poor
decision-making.
Problem:
Overwhelm
Results:
• Non-decisions
• Oversight
Problem:
Blindness
Results:
• Errors of the third kind—
right answer;
wrong question
• Unforeseen threats
• Lost opportunities

In our Stanford DA classes, we have touched the
frame largely through the Structure Phase
Deterministic
Analysis
Probabilistic
Analysis
AppraisalStructure
Force Field Diagrams &
Issue Raising
Decision Hierarchy
Strategy Tables
Decision Diagrams
Spreadsheet Model
1997
NPV
1
2
3
4
1998 1998
Sensitivity to Range
Decision Trees
Probability Distributions
and Dominance
High-Base-Low of
Probability distributions
Alt 1
Alt 2
Alt 3
Sensitivity Analysis
Value of Information
Decision Quality
Value of Control
p
1-p
1
0
Deterministic Sensitivity
Formulate Evaluate Appraise
Decide

In the Dialog Decision Process, the frame comes out of
assessing the situation, and is used to guide the
development of alternatives
Guide to the Decision Analysis Process © SDG, GM (1.5.2)

The structure phase needs both the frame and
the alternatives
Guide to the Decision Analysis Process © SDG, GM (1.5.5)

Framing involves fleshing out the decision hierarchy and the
strategy table without working out all the strategy themes
Current Decision: Should
connect to Strategy table
Givens
Future Decisions

Open
Assess Envision
For the DA2 Exercise, this is a more helpful
graphic of a strategy process
Close
Evaluate Decide
Action
Commission:
• Impactful
Goals
• Sufficient
Process
Commission
Assess:
• Confront
Reality
• Ask Great
Questions
Envision:
• Define
Choices
• Add Creative
Tension
Evaluate:
• Gather
Evidence
• Understand
Consequences
Decide:
• Agree on the
Important
• Commit to
Implications
Action:
• Convert to
Plans
• Monitor and
Adapt

Open
Assess Envision
You are helping commission and open the
strategy dialog
Close
Evaluate Decide
Action
Commission:
• Impactful
Goals
• Sufficient
Process
Commission
Assess:
• Confront
Reality
• Ask Great
Questions
Envision:
• Define
Choices
• Add Creative
Tension
Evaluate:
• Gather
Evidence
• Understand
Consequences
Decide:
• Agree on the
Important
• Commit to
Implications
Action:
• Convert to
Plans
• Monitor and
Adapt
COMMISSIONING + FRAMING +
ALTERNATIVES

But what is a frame?
Vi Hart Video

The Frame is in your BRAIN!
Actually, the frame is in the shared brain!

No, the Frame is on Paper!
When we shift from individuals working
together to a structured activity like the
dialog decision process, we are after what
can be clearly documented and
understood, and the basis of future activity.
Moving from “Let’s do the best job we can” to “Let’s do the best job we can
given the resources and time constraints we have”

The book that rocked two worlds
Christopher Alexander

We will share hard-won community wisdom in
framing through a catalog of patterns
“Each pattern describes a problem which occurs over
and over again in our environment, and then describes
the core of the solution to that problem, in such a way
that you can use this solution a million times over, without
ever doing it the same way twice.”
“What is a design pattern?” from Design Patterns: Elements of Reusable Object-
Oriented Software by Gamma et al., 1995
Elements of a pattern: pattern name, problem, solution, image* and
consequences
* optional

Catalog organized around tools
• Patterns for Commissioning
• What’s at Stake?
• Right Size
• Strategy Arc
• Patterns for Assessing Situation
• Issue-Raising
• Ice-Breaker
• Whine Bottle
• Decision Hierarchy
• Hidden Assumptions
• Deferred Entanglement
• Patterns for Envisioning Future
• Strategy Table
• The Pink-Suit
• Values-Driven Ideation
• Noble Purpose
• Right-Brain Tap

• Right Size
• Strategy Arc
Full Catalog

What’s at Stake?
Problem: Decision teams often do not communicate
what is at stake, and thus fail to motivate action.
Therefore, establish what is at stake, utilizing three
different perspectives: head, heart and wallet.
Consequences: The team enters the framing phase
with a clear understanding of what’s at stake
http://vimeo.com/14035425
Ref: From the work of Chris McGovern

Right Size
Problem: Strategy processes come in different shapes and sizes, and one process that
may fit well in one context could be overkill or underperforming in another.
Therefore, identify the scope of the problem and select a process that is appropriate for
that scope.
Implementation: Some degree of familiarity is needed with the different processes in
the menu

The sufficiency principle: the greater the
difficulty, the greater the process required.
Problem Difficulty
PeopleDifficulty
Simple
Approach
Adequate
Complex Approach
Required
• Explicit
• Deliberative
• Thorough
• Ambiguous – Synergize
• Uncertain – Scenarios
• Dynamic – Agile
• Complex – Systematic
• Consequential – Proactivity
• Barriers – Communicate
• Confusion – Learn
• Bias – Open
• Hostility – Connect
• Career Limiting – Safety

Typical project structures.
• Multi-step dialog process with
special teams
• A major project with a couple
of stages
• A workshop with a group
• Apply a few tools and discuss
with colleagues
• DIY DQ checklist
Simple
Approach
Adequate
Complex
Approach
Required
Form
al
Appr
oval
2
2
Decision
Team
Strategy
Team
CoreTeam
Conduct
Assessment
Framing
Dialog
Envisionin
g Dialog
Evaluation
Dialog
Conduct
Envisioning
Conduct
Evaluation
Develop Plans
Appr
ove
Plans
Commissi
on &
Kickoff
Project
Decision
Multiple Resource Teams Involved
2
2
Decisio
n Team
Strateg
y Team
CoreTeam
Conduct Assessment &
Envisioning
Opening
Dialog
Conduct Evaluation &
Make Recommendations
Develop
Plans
Commissi
on &
Kickoff
Project
Decision
Ad Hoc Resource Teams Involved As Needed
2
2
Combin
ed
Team
CoreTeam
DayTwo AgendaDayOne Agenda
Refine
Plans and
Take Action
Commissi
on
Workshop
Decision
CoreTeam
Refine
Plans and
Take Action
Realize
Need for
Strategic
Thinking
Select and work a few tools
Informally consult colleagues

Decision Quality worksheet
Decision
Quality
0%
100%
Useful Perspective
Meaningful Inquiries
Frame
Distinct Directions
Interesting Possibilities
Alternatives
Credible Sources
Compelling Forecasts
Information
Clear Metrics
Noble Purpose
Value
Insightful Reasoning
Inspiring Narrative
Integration
Actionable Plans
Aligned Intention
Commitment
100% = enough
attention has been
spent on this link
Cool Head
Finds Good Answer
Warm Heart
Motives Strong Action

Strategy Arc
Problem: It is hard for people to play along with an
ambiguous process without getting a sense of expected
behavior in different phases of the process.
Therefore, share the arc by emphasizing the behaviors
that are expected of people.
Consequences: The team gets a sense of the right
behaviors expected, and an understanding of the road
ahead, and is able to commit to the process

Open
Assess Envision
The Strategy Process
Close
Evaluate Decide
Action
Commission:
• Impactful
Goals
• Sufficient
Process
Commission
Assess:
• Confront
Reality
• Ask Great
Questions
Envision:
• Define
Choices
• Add Creative
Tension
Evaluate:
• Gather
Evidence
• Understand
Consequences
Decide:
• Agree on the
Important
• Commit to
Implications
Action:
• Convert to
Plans
• Monitor and
Adapt

Open
Assess Envision
Close
Evaluate Decide
Action
Commission:
• Impactful
Goals
• Sufficient
Process
Commission
Assess:
• Confront
Reality
• Ask Great
Questions
Envision:
• Define
Choices
• Add Creative
Tension
Evaluate:
• Gather
Evidence
• Understand
Consequences
Decide:
• Agree on the
Important
• Commit to
Implications
Action:
• Convert to
Plans
• Monitor and
Adapt

• Open: expands our thinking and creates new possibilities.
— Assess – What are we trying to solve?
We explore the current situation and environment to frame our challenges.
— Envision – What can we do about it?
We develop multiple possible strategic responses to the challenges.
• Close: focuses down and determines the best direction.
— Evaluate – What creates value?
We gather evidence and conduct a comparative risk and return evaluation.
— Decide – What do we commit to?
We deliberate, hybridize strategies and commit the organization.
• Action: converts direction to results.
— Plan – What are we going to do?
We determine the specific steps to make the new direction a reality.
— Adapt – What do we need to adjust?
We execute, monitor progress and refine based on new information.

• Issue-Raising
• Ice-Breaker
• Whine Bottle
Full Catalog

Ice-Breaker
Problem: It is awkward to begin a strategy dialog without having a rapport with
stakeholders or knowing what people are trying to grapple with.
Therefore, use Issue Raising as an ice-breaker to let everyone hear about issues that
others are concerned about.
Consequences: You have a map of issues that you can then track as you progress
through the project. At the conclusion, your work should speak to the issues raised.
Implementation

Whine Bottle
Problem: People may surface a bunch of concerns that
sound like whining, while missing substantial strategic
issues. If the decision environment is highly complex, this
can be a critical problem.
Therefore, ask the team if the issue can be tackled by
management resolve, and if the answer is yes, park it in
a separate list, but if the answer is no, dig deeper.
Consequences: For highly complex environments
where it is unclear what a good decision frame
would be, real strategic challenges are uncovered
that need to be addressed in the frame.
Used With: Scouting missions

Example
“Lack of category understanding impedes the request
for relevant information”
Coaching Question: What prevents category
understanding?
“Converting raw, fragmented data into knowledge and
cross-referencing with customer”
Coaching Question: What don’t you just do this?
“Highly fragmented, young industry inhibits deep
category understanding”

Example
“Lack of category understanding impedes the request
for relevant information”
Coaching Question: What prevents category
understanding?
“Converting raw, fragmented data into knowledge and
cross-referencing with customer”
Coaching Question: What don’t you just do this?
“Highly fragmented, young industry inhibits deep
category understanding”
Internal
Problem
External
Issue

Use Issue Raising differently depending on the
complexity of the decision domain
Frames
Familiar
Issue-Raising
as an Ice-
breaker
Unfamiliar
Issue Raising
as Discovery
Tool

• Issue-Raising
• Ice-Breaker
• Whine Bottle
Full Catalog

Hidden Assumptions
Problem: Decision frames are often stated as though
they are constraints, without acknowledging and
challenging the assumptions that bind the frame
Therefore, find the assumption that is so obvious that no
one even cares to articulate, and state it as a past
decision that has already been made, to test its validity.
Consequences: A changed frame on account of
imaginary constraints disappearing, and clearly
articulated constraints that everyone agrees with.

Example
Which car markets should
we target our marketing
efforts to sell the Jaguar?
GIVENS?

Who are the competitors of Jaguar cars?

The immediate competitors:

The real competitors: Competing for discretionary income.

Example
Which car markets should we target our
marketing efforts to sell the Jaguar?
GIVENS
We are in the car business
We will invest in activities that result in the
largest market share in our niche

Example
Which discretionary income segments
should we target our marketing efforts
to sell the Jaguar?
GIVENS
We will invest in activities that result in the
largest market share in our niche
We will invest in activities that help with
market growth

Example
What luxury products can we focus on
in the coming year?
GIVENS

The commitments made at a higher strategic level
shape the frame and values of lower level decisions.
Frame:
• Creates a context.
• Creates constraints and
opens new possibilities.
• Identifies what is meaningful
and important.
Values:
• Grounds action in the noble
purpose.
• Guides metrics and tradeoffs.
Higher-
level
Strategy
Theme
Your
Strategic
Situation
Decision
Quality
Frame
Alternatives
Information Value
Integration
Commitment
Decision
Quality
Frame
Alternatives
Information Value
Integration
Commitment

Quick Exercise
Look at your neighbor’s decision hierarchy and
challenge the givens.

Deferred Entanglement
Problem: Decisions become too complicated to think
through
Identify what can be deferred and disentangle the
current decision on a scale of time.
Consequences: Clarity on important future decisions
that can be deferred to emphasize a bigger problem
at the present time.

• Strategy Table
• The Pink-Suit
• Noble Purpose
• Right-Brain Tap
Full Catalog

The Pink Suit
Problem: Strategy themes being explored often end up
being slight variations of each other, and not truly
distinct choices. Happens due to anchoring on present
reality.
Therefore, hold off the temptation to come to middle
ground and explore extreme possibilities.
Consequences: Strategy themes are far apart and
distinct, setting us up for learning.

Example
Type
Hatchback
Station
Wagon
Small SUV
Ford
Ford
GM
Brand
$12K
$15K
$18K
Price
Brown
White
Grey
Color
Cheap
Now
Fancier

Keep
Current
Sell
Current
Sell
Current
Example
Type
Compact
Station
Wagon
Mini-Van
Prius
Ford
Toyota
Brand
$20K
$15K
$25K
Price
Blue
White
Neutral
Color
Commuter
Now
Family Van
Fleet

Are you willing to try on the pink suit?
Quick Exercise: Share your strategy themes with your
neighbor.
Neighbors  provide feedback on whether themes are
truly distinct. If not, suggest some that come to your
mind.
Show John Brewster video

Finding the pink tie.

Values-Driven Ideation
Aka: Noble Purpose-Driven Ideation
Problem: We often get stuck with dry and linear strategy themes, largely
because we play to expectations of sounding business-like.
Therefore, utilize the noble purpose that defines the identity of the
organization to drive ideation.
Consequences: Strategy themes are focused on identifying opportunities
that deliver on the values that the organization has committed to
Used With: Noble Purpose
Read More: The Purpose of Business is a Business of Purpose

Noble Purpose
Problem: Lack of clarity on what you stand for in your organization creates
reactive behavior and insecurity
Therefore, clarify the noble purpose of your organization that will become
your strategy
Consequences: A clear noble purpose the organization motivates the team
and becomes a given in a strategic decision
Used With: Values-Driven Ideation
Read More: The Purpose of Business is a Business of Purpose

Right Brain Tap
Problem: It is easy for people to get into the trap of
linear thinking when thinking of strategy themes.
Therefore, try creative exercises to stimulate the right-
brain and go back to generating themes.
Consequences: Teams come up with themes that
expand the space of intriguing possibilities

• Right Size
• Strategy Arc
• Issue-Raising
• Ice-Breaker
• Whine Bottle
• Strategy Table
• The Pink-Suit
• Noble Purpose
• Right-Brain Tap

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Framing Patterns

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