Strategic-Creative-Critical Thinking in Consulting: The Art of Framing and Reframing.

Strategic-Creative-Critical Thinking in Consulting:

Strategic-Creative-Critical Thinking in Consulting:

The Art of Framing and Reframing

Learning ObjectivesLearning Objectives

The aim of this class is to:• Make you more aware of the power of

frames in – how we make sense of situations.– What stories we tell.

DOMAIN OF OPERATIONAL MANAGEMENT

Level ofUncertainty

Level of Disagreement

DOMAIN OF INNOVATIVETHINKING

HIGH

LOW

LOW HIGH

A key message:A key message:

• Skills of framing and reframing lie at the heart of strategic thinking

TOPIC

YOU CAN HAVE MULTIPLE PERSPECTIVES ON ANY TOPIC YOU WISH

???

???

???

???

??? ??????

An example of “figure and ground”An example of “figure and ground”

Knowledge – shaped and created by our brains?

http://www.youtube.com/watch?v=0bG7EFhMw8w

So, what is the task for you?So, what is the task for you?• "The task is ... not so much to see what no

one has yet seen, but to think what nobody has yet thought, about that which everybody sees."— Erwin Schrödinger, Quantum Theory Physicist

So …what are frames?So …what are frames?

• Assumptions

• Ways of interpreting the seen– Figure-ground - i.e. what you notice

• Personal or vested interests

• Unconscious “flash insights” or inferences (“Blinks”)

THE INTUITIVE DIMENSIONTHE INTUITIVE DIMENSION

Malcolm Gladwell’s book: “Blink”

We often frame situations “in the blink of an eye”- using fragmentary information - often at an unconscious level

WHY ARE FRAMES SO IMPORTANT?WHY ARE FRAMES SO IMPORTANT?• Frames act as mental models:

– They influence how we see– They can be unconscious or taken for granted– They create blind spots; filter our perceptions;

shape what we notice or consider important

• By being aware of our frames we increase our options and flexibility.

YOUR CASE ANALYSIS(Think about the following)YOUR CASE ANALYSIS(Think about the following)

What assumptions / ways of seeing underlie your framing?

What are some alternative frames?

Would they have helped you to be more effective in your analysis?

Would a different frame lead to different insights and more innovative recommendations?

CREATIVE THINKING TECHNIQUESCREATIVE THINKING TECHNIQUES

• It is possible to use many different techniques to reframe issues and problems and create new action opportunities….

• What techniques have you used in the past?– …..– …..

SOME TECHNIQUES FOR MAKING A DIFFERENCE : Double loop learningSOME TECHNIQUES FOR MAKING A DIFFERENCE : Double loop learning

• Challenge assumptions• Asking wicked questions (create paradoxes)• The “5 Why?” process• Adopt multiple stakeholder perspectives

SOME TECHNIQUES FOR MAKING A DIFFERENCE (Continued)SOME TECHNIQUES FOR MAKING A DIFFERENCE (Continued)

• Benchmarking – for stretch • Reinvent the rules• Anticipate “earthquakes”• Metaphor

CORPORATE EARTHQUAKESCORPORATE EARTHQUAKES

• What key earthquakes do you see shaping the current environment for De Beers?

• What future earthquakes can you see? (What are some of the early warning signs?)

• What are the key implications for strategic thinking and effective problem solving?

CHALLENGE ASSUMPTIONS—CREATE PARADOXESCHALLENGE ASSUMPTIONS—CREATE PARADOXES

STAKEHOLDER ANALYSISSTAKEHOLDER ANALYSIS• What can you learn from seeing yourself

(here De Beers) from the perspective of other important players?

An Exercise: Sustainability at McDonald’sAn Exercise: Sustainability at McDonald’s

FROM: Bob Langert, VP for Corporate ResponsibilityTO: Project TeamsRE: Sustainability Initiative

As a leading global company, we at McDonald’s have the responsibility to address issues of social and environmental sustainability. We have invited you – experts in critical thinking – to help us with this endeavour. My question for you is:

What do we have to do differently so that McDonald’s becomes a leader in social and environmental sustainability?

Please identify three high leverage leadership initiatives using the following techniques:

– Anticipating Corporate Earthquakes– Stakeholder Perspectives– Challenging Assumptions

An Exercise: Sustainability at McDonald’sAn Exercise: Sustainability at McDonald’s

An Exercise: Sustainability at McDonald’sAn Exercise: Sustainability at McDonald’s

An Exercise: Sustainability at McDonald’sAn Exercise: Sustainability at McDonald’s

Creative-Critical Thinking Skills:The Art of Framing and ReframingCreative-Critical Thinking Skills:The Art of Framing and Reframing