A632.3.4.RB - Reflections on Decision Making

 Frame Blindness

     According to Shoemaker and Russo, a frame is basically the perspective through which you are looking at things. For example, if I am watching a lion lick the head of a baby lamb and think, “ah, he’s cleaning it because he loves it”, then I am obviously viewing this act through a loving perspective, or frame. What I am also doing is called frame blindness, because we all know what is going to happen to that baby lamb, but since I am viewing this action through my loving frame, it is going to be a big upset to me, when nature does what it does. To avoid this type of framing trap again, I conduct a frame audit. I look at the perspectives, or frames, of others so that I can have a better understanding of what is going on. If I had done that from the beginning, we would have left a lot sooner. If I had done an analysis of my assumption, then I would have realized my mistake. Through this mistake, I learned that I am guilty of having frame blindness and that sometimes it’s not a bad idea to look at how others are seeing things.

     I have been guilty of frame blindness at work. Sometimes, when you are the new person it is hard to gauge where you stand with other people and where you fit in. I was guilty of viewing things through a negative lens, causing me to have frame blindness. In this case, I had to do an analysis of my assumptions. When I did, I was able to see that sometimes it just takes people a little longer to warm up to the new person. When I did this, I was able to change my frame and things at the office became much better.

     Now that I have a better understanding of my own frame blindness I can identify and change the inadequate frames. By asking myself questions about the effectiveness of my frame and questioning my reference points, I make better decisions at work. The one tool that I use to help me do this is to focus on the objective and identifying the end result that I desire. 

Reference:

 Hoch, S. J., Kunreuther, H., & Gunther, R. E. (2001). Wharton on making decisions. New York: Wiley.