Reframing is not about finding the real problem; it's about finding a better problem to solve.
Problems typically have multiple causes and can be addressed in many ways.
Frame the problem. Write down the problem you are trying to solve and list the people who are involved. Is the problem clear? Is a solution "baked into" the problem framing? How do you know the statement is true?
Then start to look outside the frame. What's missing from the current problem statement? Look beyond your own expertise. Avoid framing a problem to match whatever technique you are most proficient in. Look to prior events. Did something happen before the period of time you are looking at? Look for hidden influences. Are there higher-level, systemic factors at play that influence the people involved?
Rethink the goal. What is the goal you are trying to achieve and why? What would success look like? Are you pursuing the right goal? Is there a better goal to pursue? Are key assumptions actually true? What is the goal behind the goal?
Examine the bright spots to identify positive exceptions that can give you a new perspective on the problem, and even point you directly to a viable solution. When do we not have the problem? When was the problem less severe? Have the problem already been solved at least once? Who else deals with this type of problem? Who seems not to have this problem, even if they are in a similar situation? What are they doing differently?
Take a look in the mirror. What is my role in creating this problem? Is it possible that my (or our) own behavior is, on some level, contributing to the problem? Scale the problem down to your level. Is there a part of the problem I can do something about?
Take their perspective. Invest time in understanding other people. Discover how they see the world - and in particular, how they see it differently from you. What's their needs, emotions, and general point of view? What are their problems? Goals? Beliefs? What information do they have? There is often a reasonable explanation behind the actions of other people: something that you might have done too, had you been in their shoes.
Move forward. The last step in the reframing is to validate your framing through real-world testing. Describe the problem to stakeholders and get feedback. Get outsiders to help validate your problems. Test and find out if the problem is real or important enough for your stakeholders to really want to solve it.
At the end of a reframing, schedule time for a new one.
The problem change over time. Repeat.
Create routines and practice the mindset.
"What's your problem?" By Thomas Wedell-Wedellsborg
