{"id":24865,"date":"2023-04-11T05:00:00","date_gmt":"2023-04-11T09:00:00","guid":{"rendered":"https:\/\/www.lean.org\/?p=24865"},"modified":"2023-04-10T17:27:35","modified_gmt":"2023-04-10T21:27:35","slug":"why-framing-is-crucial-to-leadership-and-encouraging-team-unity","status":"publish","type":"post","link":"https:\/\/www.lean.org\/the-lean-post\/articles\/why-framing-is-crucial-to-leadership-and-encouraging-team-unity\/","title":{"rendered":"Why \u2018Framing\u2019 is Crucial to Leadership and Encouraging Team Unity"},"content":{"rendered":"\n<p>When Covid hit, we saw businesses we benchmark around the world jump into aggressive \u201cdo this\/do that\u201d mode \u2014 suddenly forced to make decisions about whether to shut down or remain operating, issuing instructions, and making rules about a situation no one had seen before and, for sure, no one understood completely. We also knew we had to act fast and establish new rules to protect our people and customers.&nbsp;<\/p>\n\n\n\n<p>But what rules? How could we know what to do from our seventh-floor glassed-in office at headquarters?<\/p>\n\n\n\n<p>We took a deep breath and reverted to what we had learned from the authors of&nbsp;<a href=\"https:\/\/www.amazon.com\/Lean-Strategy-Competitive-Innovation-Sustainable-ebook\/dp\/B01MRZ53R1\/ref=sr_1_1?crid=2LU45ZK8VVDN0&amp;keywords=the+lean+strategy&amp;qid=1675874273&amp;s=books&amp;sprefix=the+lean+strategy%2Cstripbooks%2C79&amp;sr=1-1\"><em>The Lean Strategy<\/em><\/a>. We asked ourselves how to<em>&nbsp;frame<\/em>&nbsp;the problem. We went back to our teams and asked them:<\/p>\n\n\n\n<ul>\n<li>How will you protect your staff and customers from catching the virus?<\/li>\n\n\n\n<li>How do you find cars for customers who really need them?<\/li>\n\n\n\n<li>How do you deliver to customers without physical contact \u2014 but at the same time, not without human contact?<\/li>\n\n\n\n<li>How do we visualize an end to this crisis?&nbsp;<\/li>\n<\/ul>\n\n\n\n<p>We discovered from listening to the teams across the country with common problems yet a range of experiences. Each was in very different situations (some locations were in Covid epicenters while others remained unaffected) and had wide-ranging dispositions (from managers who thought we should err on the side of absolute caution to those who dismissed the whole thing as a media-driven panic). We also realized they all had far more access to local information than we did.&nbsp;<\/p>\n\n\n\n<p>We began to ask the same basic questions in&nbsp;a newly established community of practice: Are you sure you\u2019re safe? What customers are showing up? (We learned that many worked in essential services, such as nursing or firefighting, and needed a car because of transport disruptions.)&nbsp;What initiatives have you taken?&nbsp;A consensus quickly formed, prompting us to find a balance between keeping people safe and continuing operations \u2014 we were relieved that we were spared major Covid incidents. On reflection, we feel that we emerged stronger from this crisis, more closely aligned, and with a more intense sense of team cohesion<a>&nbsp;<\/a>because we used&nbsp;<em>framing<\/em>&nbsp;to meet the challenge together.<\/p>\n\n\n\n<h4 class=\"wp-block-heading\"><strong>What is \u2018Framing?\u2019&nbsp;<\/strong><\/h4>\n\n\n\n<p>Framing, in this context, is an angle of view, a way of looking at things, specifically how leaders view work processes. Framing helps leaders align their teams because how&nbsp;leaders frame situations disproportionately impacts&nbsp;how teams do their work. Leaders spend their time explaining how they see the work challenges, what they aim for, and what they expect people to do, and then modeling how to respond. (Often, they do so without being aware of it.) When the frame is clear and consistent, people naturally follow it, creating a powerful feeling of team unity. When the framing is vague and inconsistent, people stick to their own frames and compete over whose frame to follow. What we see in politics is a very public \u2014 and legitimate \u2014 war of framing, which often sounds somewhat ridiculous because the framing of political discourse is oversimplified to be more salient and draw people to the cause.&nbsp;<\/p>\n\n\n\n<blockquote class=\"wp-block-quote is-layout-flow wp-block-quote-is-layout-flow\">\n<p>&#8230; how leaders frame situations disproportionately impacts how teams do their work.<\/p>\n<\/blockquote>\n\n\n\n<p>An example is Western business culture\u2019s near-obsession with framing work practices as behavior and behavior change. Since Taylorism, we have come to believe it is self-evident that a worker\u2019s behavior should follow the work standards given to them by the experts. Also, behaviorism taught us that people behave according to habits that can be reinforced or changed through the proper rewards. The research literature is full of this behavior or that: leadership behavior, worker behavior, etc. If you accept these ideas about work practices, you see work practice through their framing.<\/p>\n\n\n\n<p>However,&nbsp;we can imagine a different framing. The hand, for instance, is guided by the eye: What we look at guides the hand\u2019s movement. So it is with behavior: What you see influences what you do.&nbsp;With this different perspective, we would not be worried about behavior per se but about what we ensure people look at or see in a given context. Show them appropriate information, and they will react sensibly and most predictably. So our management practices would then shift to choosing what we show people or ask them to look at and how we construct visual feedback \u2014 indeed, visual management and go-see at the gemba \u2014 instead of relying on a boss\u2019s directive or a reward system.&nbsp;<\/p>\n\n\n\n<p>In&nbsp;<em>Workplace Management<\/em>, where author Taiichi Ohno calls for no less than \u201ca sort of revolution in consciousness,\u201d he establishes the prevalence of misconceptions, stating early in the book that&nbsp;<em>we get things wrong half the time<\/em>. He shares the optical illusion where two identical lines form an inverted T, where the vertical line invariably appears longer:&nbsp;<\/p>\n\n\n\n<figure class=\"wp-block-image size-full\"><img loading=\"lazy\" decoding=\"async\" width=\"604\" height=\"304\" src=\"https:\/\/www.lean.org\/wp-content\/uploads\/2023\/04\/Optical-Illusion.png\" alt=\"\" class=\"wp-image-24866\" srcset=\"https:\/\/www.lean.org\/wp-content\/uploads\/2023\/04\/Optical-Illusion.png 604w, https:\/\/www.lean.org\/wp-content\/uploads\/2023\/04\/Optical-Illusion-300x151.png 300w, https:\/\/www.lean.org\/wp-content\/uploads\/2023\/04\/Optical-Illusion-150x75.png 150w, https:\/\/www.lean.org\/wp-content\/uploads\/2023\/04\/Optical-Illusion-375x189.png 375w, https:\/\/www.lean.org\/wp-content\/uploads\/2023\/04\/Optical-Illusion-190x96.png 190w, https:\/\/www.lean.org\/wp-content\/uploads\/2023\/04\/Optical-Illusion-600x302.png 600w\" sizes=\"(max-width: 604px) 100vw, 604px\" \/><\/figure>\n\n\n\n<p>Ohno explains:&nbsp;\u201cThere are so many things in this world that we cannot know until we try something. Very often, after we try, we find that the results are completely opposite of what we expected, and this is because having misconceptions is part of what it means to be human.&nbsp;While it is easy to persuade people by trying out the optical illusion, it is difficult to prove that the ideas in your mind and the thoughts in your brain are, in fact, misconceptions. In many cases, when a person has an idea or makes a statement they believe is correct, they find that it was a misconception.&nbsp;When you try your ideas, the results can be contrary to expectations.&#8221;<\/p>\n\n\n\n<p>This sophisticated thinking anchors Ohno\u2019s insights and the subsequent development of the Toyota Production System. Indeed, Fujio Cho, a former student of Ohno and legendary president of Toyota, explains in a foreword to his book that \u201cThe Toyota Production System pioneered by Mr. Ohno is not just a method of production; it is a different way of looking and thinking about things.\u201d No mention of behavior, only looking and thinking: a different frame.<\/p>\n\n\n\n<p>Our daily experience of the world feels seamless and complete. We all experience reality \u201cas it is.\u201d Or so it seems. In fact, what we experience is a seamless simulation of reality that runs on the software of our brain. This simulation is constantly corrected by our senses, with the brain continuously adapting it to what it sees, hears, and feels (the simulation also runs at night, with the senses disconnected, as we dream).&nbsp;<\/p>\n\n\n\n<p>As Fujio explains, Ohno\u2019s \u201cconviction was that the truth exists in the gemba (the workplace where the action is happening) whereas theories are just the product of imagination.\u201d This statement conveys a profound insight, and brain science has taken decades to catch up.<\/p>\n\n\n\n<p>Your brain runs a seamless simulation of reality, continually correcting what it sees according to the explicit, concrete information picked up by your senses, with more than 50% of the cortex devoted to processing visual information.&nbsp;The brain also interprets situations according to tacit (implicit, unexpressed) knowledge, ideas, and values that make it select what is relevant.&nbsp;If you go to the gemba and observe how an operator works, do you look at his hands? His feet? Or his eyes (what is he looking at)? If all three, you\u2019d be using three different frames.<\/p>\n\n\n\n<h4 class=\"wp-block-heading\"><strong>Framing is Focusing<\/strong><\/h4>\n\n\n\n<p>A mental frame is like a frame you put around a picture: it orients your eyes toward what you\u2019re looking at and enhances it. A frame is how you see a situation and approach an issue; it\u2019s a non-verbal mix of what you find salient, what intention you see or have, and what you think is OK. Thus, a frame helps you decide whether something is a problem and what is an acceptable solution.&nbsp;<\/p>\n\n\n\n<p>For example, did you get your Covid vaccine shots or not? Either way, you will have reached a decision and acted on it (a behavioral conclusion) according to how you see the epidemic situation, what you believe about vaccines, how you feel about people for or against them, and mostly how surrounded you are with proponents or opponents to vaccination. The concrete, gemba-based facts are the same for everyone. However, interpretations and resulting decisions\/actions will vary widely according to the internal psychic flow of each person\u2019s experience \u2014 the simulation their brain builds of how the world works.<\/p>\n\n\n\n<h4 class=\"wp-block-heading\"><strong>Overcoming Framing\u2019s Limitations<\/strong><\/h4>\n\n\n\n<p>Frames are an integral part of the human experience. In his classic novel&nbsp;<em>Daniel Martin<\/em>, John Fowles describes how Daniel gets so angry looking down from a high window at a cop walking toward a homeless tramp and talking to him \u2014 only to see the policeman then share a cigarette with the man and walk away amicably. On a hospital gemba visit, one of us saw a doctor berate a nurse because she hadn\u2019t cleaned a patient\u2019s room when scheduled, only to hear the nurse (in tears) explain that the family was surrounding the dying patient and didn\u2019t want to interrupt and shoo them out.&nbsp;<\/p>\n\n\n\n<p>As Ohno intuitively grasped, our frames are, first, most often wrong or incomplete, and second, in a constant state of flux. When two persons meet, their frames collide. If one person convinces the other, the two people align; if not, then conflict appears.<\/p>\n\n\n\n<p>Frames are tricky. First, they are mostly unconscious \u2014 to us, we experience \u201creality,\u201d and are seldom self-aware that we are experiencing this reality through a frame unless it blows up in our faces. Second, this reality is easily primed by surrounding visual cues. As our brain constantly tries to answer the question, \u201cWhat is going on right now?\u201d it catches salient signals from the environment, from how other people around us behave, and processes them without letting us know. Hence, we get carried away with surprising decisions or behaviors that seem out of character simply because we were surrounded by \u201cpriming\u201d cues pointing us that way.<\/p>\n\n\n\n<h4 class=\"wp-block-heading\"><strong>Framing Becomes a Framework<\/strong><\/h4>\n\n\n\n<p>Once you realize the power and omnipresence of frames, you suddenly see the importance of frameworks. Frameworks are explicit frames, shared constructs that enable collaboration. For instance, the Profit and Loss framework makes you view a business, first and foremost, as a profit-making machine (and not, say, a service-providing community for the benefit of society) which starts with turnover, minus the cost-of-goods sold, minus operating costs, plus or minus financial income\/expenses, plus or minus exceptional income\/expenses and shows the bottom line. This framework is so common and powerful that most people cannot avoid thinking of any business in those terms.&nbsp;<\/p>\n\n\n\n<p>Digital innovation is another framework that has become dominant in the previous decades. Under prevailing norms, disruptive innovation is funded at a loss by capital injection from investors until the new product or service reaches a critical mass of customers, prices can be increased, and, combined with volume cost effects, become profitable. One of the visible impacts of this new frame has been to shift prudent financial thinking of looking for healthy EBITDA to a vaguer \u201cstorytelling\u201d frame, where future cash flow is promised based on the strength of the \u201cstory\u201d and the willingness of investors to fund the story.&nbsp;We\u2019ve seen this in 2008 and today. And this new framework has had staggering impacts, including the neglect of maintenance activities (seen as an expense) and the rash of mad innovation gambles \u2014 at a tremendous cost to society.&nbsp;<\/p>\n\n\n\n<h4 class=\"wp-block-heading\"><strong>Addressing Rapidly Changing Business Conditions<\/strong><\/h4>\n\n\n\n<p>Nicolas and I share a longstanding passion for uncovering and understanding business models and the frameworks people build on them \u2014 and there are many such frameworks, such as finance, bureaucracy, Taylorism, operational excellence, agile, digital 4.0, etc. Of all these frameworks, we have concluded that the Toyota Production System is the most robust and most likely to lead any company to succeed&nbsp;<em>in rapidly changing circumstances<\/em>. There is never a time when satisfying customers is the wrong idea, when fixing quality problems earlier in the process is the wrong idea, when reducing lead times is the wrong idea,&nbsp;when balancing workloads and capacity is the wrong idea, when engaging team members in learning their craft and conducting kaizen is the wrong idea, and when building mutual trust between management and employees is the wrong idea. The TPS is a remarkable framework.<\/p>\n\n\n\n<p>The TPS is a remarkable framework because it was built on remarkable intuitions on thinking and framing, starting with Toyota\u2019s founders and made concrete by Ohno; because it is the result of the experience of thousands of engineers over decades, not the brainchild of one person; because it addresses the processes that create business results, not the results themselves;&nbsp;and because it is a learning system, not a set of best practices.<\/p>\n\n\n\n<p>The downside is that these same features that make the TPS so powerful are also what makes it so challenging to learn \u2014 it\u2019s a complete system, and although its explicit dimensions (the \u201chouse\u201d) are clear enough, the tacit practices can only be acquired through long practice on the gemba, as Ohno fully understood. Consequently, it is hard to teach at scale \u2014 the system, including its huge tacit side, is mostly taught at Toyota from teacher to student in a line of \u201csensei\u201d conveying the company\u2019s experience and traditions in a chain that goes back to Taiichi Ohno himself. Another challenge is that other competing frames, such as Taylorism, are so strong and prevalent, making it easy to misinterpret TPS without an experienced teacher.&nbsp;<\/p>\n\n\n\n<p>Practicing the TPS on the gemba has led us to change our framing within Aramis Group (or at least, attempt to). We used to believe, as most companies do, that a leader\u2019s role involved the 4Ds: 1) take charge and<em>&nbsp;define&nbsp;<\/em>the situation, 2)&nbsp;<em>decide<\/em>&nbsp;on an option, 3)<em>&nbsp;drive<\/em>&nbsp;the implementation, and, unfortunately, often 4)&nbsp;<em>deal<\/em>&nbsp;with the unexpected consequences of the implementation. Practicing the TPS on the gemba has made us painfully aware that Ohno\u2019s insight was correct: Most of our ideas, out of pure imagination, are proved wrong when confronted with the reality of customer experiences, team member contexts, and things moving (or not) on the shop floor.<a>&nbsp;<\/a><\/p>\n\n\n\n<p>We are therefore trying to adopt a different decision-making process based on the 4Fs: 1)<em>&nbsp;find<\/em>&nbsp;the real problems on the gemba, 2)&nbsp;<em>face<\/em>&nbsp;the hard part of these problems \u2014 what we currently don\u2019t know how to do and must learn, 3)&nbsp;<em>frame<\/em>&nbsp;these challenges in ways that all people can understand and contribute to addressing through kaizen, and 4)&nbsp;<em>form<\/em>&nbsp;solutions from sharing and discussing experiences until paths to success are clear in very troubled market conditions. Our&nbsp;<em>reframing&nbsp;<\/em>of the decision-making process has dramatically impacted our financial success and our adaptability to very challenging and volatile market conditions.<\/p>\n","protected":false},"excerpt":{"rendered":"<p>A personal reflection of a company\u2019s response to challenges brought on by Covid explores the fundamental thinking that drives how leaders lead \u2014 and explains why the Toyota Production System, aka lean management, is the most effective management framework.<\/p>\n","protected":false},"author":46027,"featured_media":24939,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_relevanssi_hide_post":"","_relevanssi_hide_content":"","_relevanssi_pin_for_all":"","_relevanssi_pin_keywords":"","_relevanssi_unpin_keywords":"","_relevanssi_related_keywords":"","_relevanssi_related_include_ids":"","_relevanssi_related_exclude_ids":"","_relevanssi_related_no_append":"","_relevanssi_related_not_related":"","_relevanssi_related_posts":"5877,7195,12222,4068,20807,7142","_relevanssi_noindex_reason":"","footnotes":""},"categories":[31],"tags":[],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v22.9 - 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