A tool designed to ensure that the correct problem is being addressed.
Combines the Reframing Matrix (Michael Morgan, Creating Workforce Innovation, 1993) with the problem-redefinition moves cataloged by Arthur B. VanGundy (Techniques of Structured Problem Solving, 1981), Alex F. Osborn's magnify, minify, and reverse prompts (Applied Imagination, 1953), and Edward de Bono's reversal and exaggeration provocations (Lateral Thinking, 1970), aimed at the right-problem question (Thomas Wedell-Wedellsborg, What's Your Problem?, 2020).
What it is for
The Perspective Pivot Workshop is designed to ensure that the correct problem is being addressed in business problem-solving. It aims to break free from familiar thinking patterns and preconceived models by reframing the problem in various ways. The tool facilitates viewing problems from new angles and perspectives, similar to viewing a picture in a different frame, which can significantly change perceptions. This approach aligns with the idea that problems cannot be solved within the same framework in which they were created. The tool is especially beneficial in shifting mindsets and identifying core issues by looking at them through different lenses, thereby addressing the right challenges more effectively.
Why use it
This tool helps you ensure you're tackling the right problem. People often fall back on familiar thinking and try to fit new problems into old patterns. To break out of set patterns, "Reframe" your problem. Reframing means looking at your problem from a new angle or perspective. Think about it like looking at a picture in a different frame: it can change how you see it. This is based on the idea, often attributed to Albert Einstein, that you can't solve a problem by thinking about it in the same way it was created.
How to use it
Reframe your problem in new ways to ensure you've correctly identified the core issue and are addressing the right challenge.
- Initial Perspective. How is the problem or situation initially perceived or understood?
- Opportunity Perspective. How can the problem be reframed as a positive opportunity or benefit?
- Challenge Perspective. How can the problem be reframed to highlight its challenges or negative aspects?
- Temporal Perspective. How would the problem be perceived differently if it occurred in the past or future?
- Contrarian Perspective. How can the problem be reframed to represent the least effective solution or action?
- Systemic Perspective. How can the problem be viewed as part of a larger system or set of issues?
- Scope Perspective. How can the problem be reframed to be more specific or more general in scope?
- Diverse Views Perspective. How might various individuals or groups perceive or frame this problem differently?
- Amplified Perspective. How can the problem be exaggerated or intensified to explore its boundaries or extremes?
Then work the problem through the nine reframing dimensions below.
Nine reframing dimensions, one box each
Each dimension's question, with its perspective shift, an application example, and the strategic insight it should yield. Answer the question for your own problem in its box; copy the canvas when you are done, as nothing is saved.
Multidimensional Assessment
What are the different dimensions of this problem?
Shift from a single-dimensional view to a multifaceted analysis. For example, analyzing financial, operational, and human resources aspects. Insight: gaining a holistic understanding of the problem.
Temporal Evolution
How has this problem evolved over time?
Look at the problem across different time frames. For example, assessing past trends and projecting future impacts. Insight: understanding the dynamic nature of the problem and adapting strategies accordingly.
Stakeholder-Centric Reframing
How do different stakeholders view this problem?
Reframe from the perspective of various stakeholders. For example, gathering insights from customers, employees, and partners. Insight: building empathy and aligning solutions with diverse stakeholder needs.
Contrarian Exploration
What if we take the opposite approach?
Deliberately adopt opposing views to challenge assumptions. For example, exploring unconventional or disruptive solutions. Insight: identifying overlooked opportunities and challenging the status quo.
Ecosystem Integration
How does this problem interact with its larger ecosystem?
Broaden the scope to consider the problem's ecosystem. For example, considering industry trends, market dynamics, and regulatory environment. Insight: recognizing interdependencies and external influences for more robust decision-making.
Scalability and Scope Adjustment
Can this problem be scaled up or down? What changes?
Alter the scope of the problem to explore scalability. For example, modifying the scale of analysis from local to global or vice versa. Insight: evaluating the problem's impact and relevance at different scales.
Causality and Effect Investigation
What are the root causes and their effects?
Investigate the cause-and-effect relationships within the problem. For example, using techniques like root cause analysis or the "5 Whys." Insight: uncovering underlying causes and their impacts for effective problem resolution.
Scenario-Based Exploration
What if scenario X happens? How does it affect the problem?
Explore the problem through different hypothetical scenarios. For example, creating best-case, worst-case, and most likely scenarios. Insight: preparing for a range of possibilities and enhancing strategic agility.
Risk and Reward Balancing
What are the potential risks and rewards of different solutions?
Weigh the risks and rewards associated with potential solutions. For example, analyzing potential outcomes of various strategic choices. Insight: making informed decisions by considering both risks and benefits.
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Where it fits
The process recommends it at Framing the Situation, the third step of the State phase. Its sibling, Holistic Perspective Harmonizer, restates the problem as each party sees it and consolidates the views into one statement; this tool turns the problem through analytic lenses (time, scope, system, scenario, risk) and leaves the choice of frame to you.
Related tools
- Frame Analysis (Goffman and Lakoff)
- SCAMPER (Eberle and Osborn)
- Scenario Planning (Kahn, Wack, and Schwartz)
- Lateral Thinking (de Bono)