Creating frames improves cognition
Once a problem space has been developed, designers create frames that illuminate the problem space and solution space.
[A] frame is an organizational principle or a coherent set of statements that are useful to think with. Although frames can sometimes be paraphrased by a simple and elegant statement … they are actually quite complex and subtle thought tools. Proposing a frame includes the use of certain concepts, which are assigned significance and meaning. These concepts are not neutral at all: they will steer explorations and the perceptions in the process of creation.… Frames should therefore be actionable—that is, they should be capable of leading to realistic solutions. For a frame to really come “alive,” it also has to be inspiring and captivating. It should immediately draw forth mental images in the key people involved, and trigger solution ideas through a quick-fire stream of consciousness.[1]
Useful frames are carefully designed to achieve the following:[2]
- Create “an image that spans and integrates a broad range of issues under consideration and might draw in even more issues from outside the original problem arena.”
- Be “coherent, and provide a stable (noncontradictory) basis for further thought.”
- Be “robust, in the sense that the images they conjure up in the minds of the participants are sufficiently similar to provide a “common ground” for the discussion of the problem and possible solutions.”
- Are “inspiring and original —perhaps not completely new to the world, but at least new to the problem setting.”
- Are “very thought-provoking and lively, engaging people’s imagination so their thoughts readily move along in the proposed direction.”
See also:
- Design practice can address open, complex, dynamic, networked challenges
- Coevolution simultaneously develops the formulation of and solution to a problem
- Developing problem situations allows reframing
- Exploring themes leads to solutions
- Fostering a discourse shapes behavior
Frame Innovation – Dorst (2015), ch. 3, § “Five lessons from design.” Dorst cites Lakoff and Johnson (1980). ↩︎
Ibid. ↩︎