A632.3.4.RB - Reflections on Decision Making

Shoemaker and Russo discussed the hazards associated with "frame blindness" and how to guard against it.  Discuss three ways you can avoid "framing traps" and provide a detailed example of each from your life experience.  Could you have framed each situation differently? What did the exercise teach you about complex decision-making? What additional tools or "frames" would've helped you through the process? How much "risk" do you feel was in your recommendation? What did you learn about yourself through this exercise? 

According to Shoemaker and Russo (Hoch & Kunreuther, 2001), there are three ways there are three ways to manage frames, "frame blindness" and avoid "framing traps." Shoemaker and Russo state, "Managers can consciously control their frames, rather than to be controlled by them - and even use framing to their advantage." The three techniques are: 1. see the frame by conducting a frame audit, 2. identify and change inadequate frames, and 3. master techniques for reframing.

The first technique, see the frame by conducting a frame audit, includes starting with surfacing an organization's frame(s), understanding the frames of others and developing an appreciation along with continuous improvement (CI) of the new frames. A good tool to use for this is a visual representation, i.e., a picture, because as the philosophy states a picture is worth a thousand words. For example, when I lead and facilitate lean manufacturing kaizen events at work, it is important to include all the process stakeholders who own the process and will be impacted by the decision. Sometimes I do not include all the stakeholders due to oversight. A good visual tool to use is a SIPOC model (suppliers, inputs, process, outputs, customers) and a team charter (stakeholders, goals, objectives, problem statement etc). This also promotes collaboration, teaming, problem-solving and team decision making. The result of all this is that we all understand one another frames better along with a quality decision and outcome. 

The second technique is to identify and change inadequate frames. According to Shoemaker and Russo (Hoch & Kunreuther, 2001), "we must constantly challenge our own frames as to whether it is still effective and if there is a better way." Shoemaker and Russo go on to state that "poor results, surprises, inconsistencies, and difficulties communicating with others are indications of a weak frame." "Consider the possibility that your frame may be wrong or, at least, not perfect!"  (p. 147). Communication skills are probably the most important life skill. This includes, speaking, writing and listening. In the example above, it is so important to have open and closed-loop communication at kaizen events. If people are initially shy or tense about sharing ideas, have an icebreaker activity with introductions. It is also good to stimulate communication and sharing with food, e.g., coffee, donuts, etc. This also helps to develop team cohesiveness and bonding.    

The third technique is to master techniques of reframing. According to Shoemaker and Russo (Hoch & Kunreuther, 2001), "we need to develop the capacity to synthesize and create new frames." "There are several elements to this skill including challenging your frames and those of others, and on having a repertoire of frames to work with." One of the best books I have read and presentations I have seen on dvd is by Joel Barker author of "Paradigms." Barker states that the easy part is new paradigms, however, the hard part is removing the old ones from the mind. Some of Barker's quotes and philosophy include:

·        Vision without action is merely a dream. Action without vision just passes the time. Vision with action can change the world.

·         When you drop any new idea in the pond of the world, you get a ripple effect. You have to be aware that you will be creating a cascade of change.

·         When most of us hear the phrase, 'survival of the fittest,' we assume it originated with Charles Darwin. It did not. The phrase doesn't exist anywhere in Darwin's first edition of 'Origin of the Species.'

·         Your successful past will block your visions of the future.

·         The past guarantees you nothing in the future if the rules change.
(Joel A. Barker Quotes, 2016)

Frames are related to paradigms and mental models but are less complete and held. However, these philosophies can be applied to reframing and change. Lesson learned is that we need to continually manage our frames to make better decisions.

This exercise taught me that complex issues usually cannot be solved with a single frame or by one person either. It is the responsibility of senior management leadership to develop an organizational culture (vision and operating guidelines principles) that promote collaboration, problem-solving and teaming (robust frames). This is where management differs from leadership. Managers operate within the boundaries existing frames and execute. Leaders engage and empower the organization for new ideas and ways of doing things. Above all, change is constant in today's global economy.

References

Hoch, Stephen J., and Kunreuther, Howard C. (2001). Wharton on Making Decisions. Hoboken, New Jersey: John Wiley & Sons, Inc.

Joel A. Barker Quotes (2016). Retrieved http://www.brainyquote.com/quotes/authors/j/joel_a_barker.html