Reframing is a Strategic Skill and a Design Thinking Skill
It Is What Many Of Us Do On A Daily Basis.
by Idris Mootee
It is a beautiful day in NYC. Just finished a full day or workshop and I am back to my day job. If people ask what I do for a living, I might say reframing issues and coming up with creative solutions. Reframing is a strategic thinking skill, a design thinking skill, and system thinking skills and a design skill. It is a key element in the front end of any innovation process, to look at a problem and to position the problem, situation, or opportunity in a way that the result is actionable. Reframing is a multi-part process for exploring data that are often contradictory and ambiguous and making sense of them.
Companies have overly invested in their last hypothesis and operating on out dated business models, often unwilling or unable to get away from their orthodoxies. In another word, they are stuck in old beliefs. The fast changing consumer behavior and intense global competition present companies with a paradigm-shift challenge — needing to rethink about product and service design and delivery, supply and demand, talent and resources.
Many executives are challenged to reach beyond their usual bags of tricks for solutions, and some continence think this is an advertising agency job to come up with a new campaign. There is not better time for a complete reframing of organization’s problems. Here is how it works:
How do we understand the problem, causes and implications for non-action? How much do we know about the drivers of change causing the problem? Or the problem has always exist but was ignored?
Are there other ways to reframe the problem? What lenses can we use? What insights can support our lenses?
What are the core assumptions that lead us to see the problem the old way? Is this problem solvable? Is it worth solving?
What are the conditions needed for successfully solving this problem? In order for this problem to be solved, how do we go from existing conditions to desired conditions? And has this changed?
What else can happen along the way? Has this changed? What are the commitment, resources, capability and risks involved?
Idris Mootee is the CEO of idea couture, a strategic innovation and experience design firm. He is the author of four books, tens of published articles, and a frequent speaker at business conferences and executive retreats.
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