Restarto restartips Reframing

When you are in a situation where someone on your team needs changing their behavior or approach to a situation, you may be wondering about how to get them off to a good start, hesitating between a posture causing an awareness for a change, or a call to order…

Let’s see how the coaching concept of “reframing” could be enlightening.

Let’s see how the coaching concept of “reframing” could be enlightening.

1. Assimilate the frame’s virtues

Let’s start with the example of the frame surrounding a work of art. Assembled wood cleats serve to contain the canvas and allow it to fit on a wall. It is the helping and restraining function of the frame, which delimits and carries. The choice of the style of the frame, modern or old, embellished or refined, will have an influence on the enhancement of the work of art, with which it must correspond, to the point that we sometimes ask the opinion of expert “framers” on the subject. The frame’s function here is to put in perspective the work of art, which helps the appropriation of the gaze placed on the work, in all its subjectivity.

The frame is then not only, as some say in a “rebel” mode, a constraint, a restricted space that slows down creativity or sets inappropriate limits. If you are interested in animation techniques promoting collective intelligence, you will see that they all have a process with a containing function, a framework that allows the group to safely evolve from within. Well animated and assumed, the frame reassures and creates a space of freedom.

2. Reframing in order to change perspective

You may have already experienced “changing the setting to better showcase the picture”. Which reframing is it? The one that allows you to see differently, to step back, to reconcile your original perception with another perception, to move around the problem to see other aspects. To support your teams in this type of reframing, you can experiment with the following techniques.

Is someone on your team convinced of the incompetence of their collaborator and only reports what is wrong? Reframing the point of view, in order to allow another perception of the situation can help him / her. For example, you can ask “What do you like about him / her? What is he / she good at, and how can you tell?”

Does one of your managers often share his vision and ambition for a project and find it difficult to motivate a team member, who is usually motivated by the idea of doing something? Reframing the meaning, enabling a different interpretation of the situation from the same facts could be helpful. For example, “If you think from X’s point of view, who is motivated by producing, is there something more you could tell him that would make sense for him to join your project? “

Finally, if one of your colleagues manages with constant criticism, favoring negative remarks to help people progress, you could try reframing the behavior. “By being critical, what is, basically, your positive intention?” And in integrating his answers, continue: “And so, how else could you express this positive message? “.

3. Reframing in order to share responsibilities

Sometimes we also need to mark the limits and repeat what is acceptable or not, tolerable or not. Before this becomes a disciplinary process, we have several options at hand: pedagogy, situational management, objective evaluation of performance … etc. Sometimes a “simple reframing” is enough because it allows people to differentiate between what is “ok” and what is “not ok”. So it’s not a debate, it’s a new start in a “good position”.

As simple as your hand would straighten the frame that began to lean, before enjoying the work of art again, your attitude of manager-coach is the one that is “benevolent and implacable”. You quickly state the observed facts, remember the limits applicable to all, and ask for the immediate cessation of behavior, regardless of the reasons that might explain it. This is neither a discussion nor a lecture. Clear and concise, without judgment, you affirm your need, and your expectation of rectification, which would be addressed to any individual opting for the same behavior.

During your next convention about leading change, may you read with another attention the slides about “Resisting teams” and take pleasure in being in the heart of continuous moving and uncertain contexts!

Enjoy reframing!