Reflections on Decision Making

A632.3.4.RB

Shoemaker and Russo discuss 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? 

In chapter 8 of our course text, Paul Schomaker and Edward Russo (2005) define a frame as “a stable, coherent cognitive structure that organizes and simplifies the complex reality that a manager operates in” (p. 134). These frames allow us to filter situational information and focus our attention on certain aspects of complex problems in order to create possible solutions.  Furthermore, the authors highlight three types of frames that include: 1) Problem frames that are used to create solutions 2). Decision frames that are used to choose alternatives, and 3). Thinking frames that consist of a mental structure that are grounded in experience (p. 134).

Although frames provide a benefit that allows for quick and guided decision making, it however has a downside that include frame blindness and framing traps. Frame blindness is being unaware of the frames that affect our thinking and decision making process. According to Schomaker & Russo (2005), “All too often, managers look out at the world through one mental window and fail to notice the views offered by other windows,” the authors continue, “Worse yet, they may not even realize they are doing so” (p. 139). The other downside, are frame traps. Framing traps have the potential to distort ones thinking and impose limits on their ability to create solutions by affecting their perceived yardstick and reference points (Schomaker & Russo, 2005, p. 137).

The authors present three frame management steps to avoid these traps.

1. See the Frame by Conduction a Frame Audit: As a decision maker, it is important to identify and accept that our frames play a significant role in our thinking process. Thus, it is vital that we explore our frames by surfacing them and the frames of others (p. 142).
2. Identify and Change Inadequate Frames: As decision makers, we must continuously take stock of our frames, consider how current and effective they are, and confront their roundedness. In other words, “We must constantly challenge our own frames” (p. 146).
3. Master Techniques for Reframing: In order to develop better decision making abilities, we must be willing to revise our perspective and reframe; as well as explore multiple frames that could contribute to additional perspectives.

Schomaker & Russo (2005) provide valuable insight and guidance on the identification and management of frames. Furthermore, they provide a “Toolkit” to better frame as we operate in today’s complex environment.

One instance that comes to mind as I reflect on my decision-making frame was when I was an organizational leader in the military. I had a young Soldier with less than one year in service begin to have domestic issues with his young wife, who recently gave birth. Although this Soldier’s Non-Commissioned Officer (NCO) support channels were actively engage from the beginning, the situation eventually elevated to my level due to military police becoming involved. As I weighed all factors involve, I could not help but to be influenced on my own experiences with the same situation of domestic issues growing up (reference point). This frame led me to believe that this behavior was a result of more significant issues within the family element that contributed to their situation.

It was only after talking with this young Soldier and his immediate NCOs (get others views) that I realized that this situation was a direct result of a young couple with limited coping skills and life experience that were having trouble with the constant stressors brought on with military service. Internally I had always known this to be a major factor, which is why I stayed away from such relationships during this time in my life. Yet, not everyone shared my point of view on the topic (rightfully so). However, my frame in this case was overpowering something I already knew. As I further reflected on the situation, I realized that my frame was not being helpful or useful as a decision maker and that this had the potential for compounding the situation had I not reframed and explored others perspective. Indeed, with this new frame, I decided on a course of action that involved greater support and leadership involvement, to include counseling that would provide much needed communication and coping skills. I am confident that if I remained stuck in my previous frame, neither the organization nor the young couple would have benefited.

References

Hoch, S. J. & Kunreuther, H. C. (2005). Wharton on making decisions. (1^st edition). Kindle Edition.