1. Strategic-Creative-Critical Thinking in Consulting: The Art of Framing and Reframing

2. Learning Objectives The aim of this class is to: Make you more aware of the power of frames in –how we make sense of situations. –What stories we tell.

3. DOMAIN OF OPERATIONAL MANAGEMENT Level of Uncertainty Level of Disagreement DOMAIN OF INNOVATIVE THINKING HIGH LOW HIGH

4. A key message: Skills of framing and reframing lie at the heart of strategic thinking

5. TOPIC YOU CAN HAVE MULTIPLE PERSPECTIVES ON ANY TOPIC YOU WISH ???

6. An example of “figure and ground” Knowledge – shaped and created by our brains? http://www.youtube.com/watch?v=0bG7EFhMw8w

7. So, what is the task for you? "The task is... not so much to see what no one has yet seen, but to think what nobody has yet thought, about that which everybody sees." — Erwin Schrödinger, Quantum Theory Physicist

8. So …what are frames? Assumptions Ways of interpreting the seen – Figure-ground - i.e. what you notice Personal or vested interests Unconscious “flash insights” or inferences (“Blinks”)

9. THE INTUITIVE DIMENSION Malcolm Gladwell’s book: “Blink” We often frame situations “in the blink of an eye”- using fragmentary information - often at an unconscious level

10. WHY ARE FRAMES SO IMPORTANT? Frames act as mental models: – They influence how we see – They can be unconscious or taken for granted – They create blind spots; filter our perceptions; shape what we notice or consider important By being aware of our frames we increase our options and flexibility.

11. YOUR CASE ANALYSIS (Think about the following) lWhat assumptions / ways of seeing underlie your framing? lWhat are some alternative frames? lWould they have helped you to be more effective in your analysis? lWould a different frame lead to different insights and more innovative recommendations?

12. CREATIVE THINKING TECHNIQUES It is possible to use many different techniques to reframe issues and problems and create new action opportunities…. What techniques have you used in the past? –…..

13. SOME TECHNIQUES FOR MAKING A DIFFERENCE : Double loop learning Challenge assumptions Asking wicked questions (create paradoxes) The “5 Why?” process Adopt multiple stakeholder perspectives

14. SOME TECHNIQUES FOR MAKING A DIFFERENCE (Continued) Benchmarking – for stretch Reinvent the rules Anticipate “earthquakes” Metaphor

15. CORPORATE EARTHQUAKES What key earthquakes do you see shaping the current environment for De Beers? What future earthquakes can you see? (What are some of the early warning signs?) What are the key implications for strategic thinking and effective problem solving?

16. CHALLENGE ASSUMPTIONS—CREATE PARADOXES

17. STAKEHOLDER ANALYSIS What can you learn from seeing yourself (here De Beers) from the perspective of other important players?

18. An Exercise: Sustainability at McDonald’s FROM:Bob Langert, VP for Corporate Responsibility TO: Project Teams RE:Sustainability Initiative As a leading global company, we at McDonald’s have the responsibility to address issues of social and environmental sustainability. We have invited you – experts in critical thinking – to help us with this endeavour. My question for you is: What do we have to do differently so that McDonald’s becomes a leader in social and environmental sustainability? Please identify three high leverage leadership initiatives using the following techniques: –Anticipating Corporate Earthquakes –Stakeholder Perspectives –Challenging Assumptions

19. Anticipating Corporate Earthquakes (What are the corporate earthquakes which face McDonald’s now and in the future?) An Exercise: Sustainability at McDonald’s

20. Stakeholder Perspectives (Who are the important stakeholders for McDonald’s and what are their perspectives on sustainability?) An Exercise: Sustainability at McDonald’s

21. Challenging Assumptions (What are some of the key assumptions that may keep McDonald’s from becoming a sustainability leader? How can they be challenged?) An Exercise: Sustainability at McDonald’s

22. Creative-Critical Thinking Skills: The Art of Framing and Reframing What have we learned about reframing and critical thinking?