"Framing your problem means articulating what your problem is. To help you do so, a frame provides with three main parts: (1) a substance part; (2) an engagement part (with information on the stakeholders involved); and (3) a logistics part. Let's get started on the first part.
Borrowing from archetypical narratives in storytelling, you can capture the substance of the problem by summarising it in a single overarching question, the quest, that you contextualise with a clearly defined protagonist (the hero), a goal that the hero wants to achieve (the treasure), and an obstacle between the two (the dragon).
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Yet, like it or not, how a problem is framed matters (see below).? People tend to underappreciate what they don't know, and poor framing partly explains why a large proportion of strategic decisions fail. First, if you frame poorly, you risk addressing a symptom, or a perceived problem, rather than the underlying disease.
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Second, poor framing also creates problems when you ask your stakeholders to support your conclusions. If you haven't considered their perspectives in your framing, expect struggles when 'selling' them on the merits of your approach.
An effective frame is also critical because you know more than your stakeholders. Working on your problem for days, weeks or months, you will easily presume that they know more than they do. We often see this perception gap, called the curse of knowledge, between project teams and their stakeholders."
Trechos retirados de "Solvable - A simple solution to complex problems" de Arnaud Chevallier e Albrecht Enders"
