Useful Frame

The frame for a decision problem defines the question to be answered by the decision analysis. The right frame is essential for developing any strategy, because if we don’t answer the right strategic question, the entire analysis effort is wasted. A useful frame is the first dimension of decision quality.

Framing makes explicit what is included in the analysis, and what is deliberately excluded. Every decision has a context, and we should be clear from the start what we are taking as given, ie, those corporate policy and other decisions we are not going to revisit. A useful frame sets out a clear purpose, a conscious perspective and a defined scope.

Imagine looking at a situation through a zoom lens. Wound out to wide angle we have a nice panoramic scene. The difficulty is there is just too much in the picture and it is hard to focus on where the real issue lies. Wind in to full telephoto and we see a man struggling with an outboard engine. With this perspective we could fix or redesign the engine and help the man run a better ferry service. But wind the lens out a bit and we have a different perspective...

With this view the decisions change! Should he jump, row or keep on pulling on the starting cord? Which shore does he head for? Optimising the ferry service would be solving entirely the wrong problem!

Tools:

• SWOT analysis
• Issue raising
• Decision hierarchy
• Decision diagram

Failure Modes:

• Wrong people
• “Frame blindness” or “plunging in”
• Scope too narrow
• Unstated assumptions
• Lack of conscious choice of frame

100% decision quality is when we have clear, agreed statements of purpose, scope and perspective and of the decisions to be addressed. Developing the frame is the first step in the dialogue decision process and it is agreed by the steering committee before any work is done on developing alternatives or information.

Where have you seen a failure to frame correctly an important decision?

This article is one of a series looking at the six dimensions of decision quality.

• Useful frame—are we answering the right question?
• Creative yet feasible alternatives—having a small set of wide-ranging choices
• Meaningful and reliable information, particularly about risk
• Clear preferences and trade-offs
• Sound reasoning, and clear communication about complex issues
• Commitment to action.