Hello!

Consider this edition a little twist on the traditional take of framing effects by expanding the concept from discrete, one-way choice architecture to the dynamics of a team conversation.

This week's featured article reveals how differences in issue framing—or how an issue is characterized by different people in the dynamics of a group conversation—impacts outcomes when discussing the complexities of change.

The findings: There are five issue framing strategies that tend to arise in conversation between teams trying to manage change—including incorporation, disconnection, polarization, accommodation, and reconnection—and for each of those, there are challenges of perception on those who differ in opinion, risk to outcomes, and pathways for generating alignment.

Why it matters for you: 

• Differences in issue framing emerge among a team when the issue is ambiguous—which is often the case in the early stages of a risk identification—and is a leading cause for stifled productivity, ballooning operational costs, and escalating inter-team conflict.

• Being able to identify the framing strategy emerging within your team dynamic can inform tactical shifts to drive consensus, guide exploration exercises to create better team habits, or even be used as a self-diagnostic tool if you notice a consistent pattern of issue resolution concern with others.

What you can do about it: When you next need to stymie a fire or drive consensus in your team, consider placing focus on aligning how the issue is framed as your first order of operations.

That’s cool, but how do I know what issue framing differences are occurring among my team and how to help drive consensus?

Explore what framing issues means for you and your teams by pasting some of these queries into your favourite Gen AI platform:

• Tell me about the five issue framing strategies of incorporation, disconnection, polarization, accommodation, and reconnection, how to identify which framing strategy is being used by my team, and when the strategy is best deployed to drive consensus.

• How can I tell if my team is unable to arrive at a consensus because of divergent issue framing, and what can I do about it if that is the case?

• My team is having trouble coming to consensus on an issue of ####. What issue framing strategies should we deploy to try and gain consensus on what the issue is and how to move forward?

• #Same as above, but in relation to a team-client dynamic—where the two sides may not be seeing eye-to-eye on the problem, the solution, and a pathway forward.

Here’s to rest, relaxation, and resolutions!

M

PS We value your input! Share your thoughts on this week's briefing, ask questions, or suggest topics for future issues by replying to this email. Would also love to hear how the prompts made you think differently about your day-to-day.

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