Abstract
A
frame illustrates how we process certain ideas and make decisions. As leaders
we are faced with an inherently hard task of making decisions, therefore, how
we see the frames can influence our thinking by simplifying issues (Hoch,
Kunreuther, & Gunther, 2001). The wrong frame can have significant negative
consequences for individuals as well as for companies. Frame traps can cause distortions and
communication problems within a company (Hoch et al., 2001). As leaders we have to consciously learn
to control our frames rather than the frames control us. According to Hoch et
al. (2001) frames can be used as an advantage seen within three simple steps.
Frames can shape the way we see the world
and effect our decisions. According to Hoch, Kunreuther, & Gunther (2001)
frames influence our thinking by simplifying issues. However, the price we pay
for this benefit is distortion (Hoch et al., 2001). These
distortions can cause communication problems within a company and can
complicate situations (Hoch et al., 2001). As leaders we have a tendency to
concentrate on our views and often fail to notice views offered by others. This
is probably occurs due to viewing problems through outdated frames or not
having the complete picture. This can lead to overconfidence and overvalues the
relevance of our own frames and undervalues the relevance of others (Hoch et
al., 2001). Frame conflict can be a distraction and cause hostility and
confusion in an organization. Managing frames to avoid the traps is extremely
important and takes a little bit of practice to get use to it. Framing
traps can be avoided by using the following three key steps: 1) See the frame
by conducting a frame audit, 2) Identify and change inadequate frames, and 3)
Master techniques for re-framing.
The first solution to avoiding the frame
trap is to see the frame with a clear perspective by conducting a frame audit.
Organizations already do these as part of procedures; however, the
understanding of the ‘why’ they do it, is lacking. In my experience, I have
seen where audits don’t exactly capture a certain situation. The assessment is only as good as to who is
conducting the inspection. I once had a manager who was assessing our
performance by how fast we were doing our inspections. He failed to value the
quality of work that our department was producing and was blinded by the
illusion of completeness. A helpful solution is to develop an appreciation for
the understanding of different frames and compare your own frame with that of
the organization. As a leader, I’ve been placed in the same situation as my
previous manager and because I learned from his experience I was able not to
make the same mistake. This is not to say that I haven’t made any mistakes, but
viewing solutions through different lenses offers a new sense of mentality with
a broader perspective.
The second framing trap solution is to
identify and change inadequate frames. In other words, we need to challenge our
frames and be flexible enough to make adequate changes. According to Hoch et
al. (2001) there are three tactics for effective frame challenge. First is to ask yourself whether or not your
frames are effective. Are you able to meet the objectives? Or are you
struggling to meet quotas? The second tactic is to observe the symptoms of
frame misfit. Knowing when you are wrong or not open to others’ frame may help
you avoid instability in your decision make process. Lastly, question your
reference points and ask yourself where your own reference points, or those used
in your company, actually came from (Hoch et al., 2001). In my opinion,
evaluating your decisions is something that is crucial to the success of your
decision making process. While being deployed to South America, I constantly
depended on the viewpoints of the local military. The local culture and their
traditions played a role in my decision process. Some of their ethical values
differ from my own and I had to adapt to the changing environment, while
maintaining who I am. This made me be more aware of how culture can have an
effect on others’ frames. If I could do it all again, I would do more research
on the culture and find different ways I can get my point across without the potential
of offending someone.
The final solution to avoiding the frame
trap is to master the techniques for reframing. This means that you must
develop your skills and challenge your frames, as well as those of others and
having a repertoire of frames to work with (Hoch et al., 2001). There are several
tools that exist for better framing, including using multiple frames, looking
for ways to align frames, challenging others’ reference points, stretching a
frame, speaking to others' frames, and building new frames for new situations.
Speaking to other’s frame is something that I just recently experienced. I was
installing some flooring in my home and about half way into the installing my
beautiful wife pointed out that I was installing it wrong and that I needed
redo it. From my frame, I saw that I was doing a really good job and that I
didn’t need to change anything about. As I continued with the installation;
however, I notice the flooring was not going on as smoothly as I thought, as
there was a flooding effect on the floor. After further evaluation of the
floor, I realized that my wife was right and that I was doing the installation
wrong. In this case I wasn’t convinced of my wife’s point of view and failed to
see or hear anything that lied outside of my frame. I felt that I needed to be
right and my way was correct. This was a humbling experience and I learned a
lot about listening to others’ perspective. I realized that I just don’t need
to challenge the frames of other but I need to the same for myself. Hoch et al.
(2001) said to place yourself in a different environment. Now I realized the
importance of this concept and feel I have grown in this area.
In conclusion, all three ways to
avoid "framing traps" is important resource as leaders and
individuals to have. This exercise has taught me to be humble, to listen, and
learn from others frames. I need to challenge my decision and adapt to my
environments. There are going to be risks associated with our decisions, but
nothing beats a sound decision, that is based on in-depth knowledge and
experience. I can strongly say that I can and will utilize these processes of
avoiding the traps of frames.
Reference:
Hoch,
S. J., & Kunreuther, H. C. (2005). Wharton on making decisions. (1st
edition.). Hoboken, NJ: John Wiley & Sons Inc.
No comments:
Post a Comment