Three frames

Different ‘frames’ influence how we look at what we do and what we think is good.

Please read the previous post about Rosetta’s scripts before you read this one.

To understand how the three scripts are either stimulated or downplayed in the setting of an organisation, and how they might influence perception of employees, it might be good to think of them as three different frames, each with their own set of concepts and perspectives.

Frames
In the social sciences, framing comprises a set of concepts and theoretical perspectives on how individuals, groups, and societies, organize, perceive, and communicate about reality. Framing involves social construction of a social phenomenon – by mass media sources, political or social movements, political leaders, or other actors and organizations. Participation in a language community necessarily influences an individual’s perception of the meanings attributed to words or phrases. (Source: Wikipedia)

The dominant frame in a particular situation can have a big effect on how the situation is perceived. You could argue that being able to switch between the frame would reduce bias and provide a more balanced view.

Figure: Rosetta’s frames

If we redefine the different scripts to represent the main messages their associated frames are telling us you could say that the regulatory script tells us to be legal, the success frame tells us to be professional (or commercial) and the moral frame tells us to be good and avoid harm. Again, all are relevant for those who want to be good employees. Let’s explore these three frames a bit deeper.

Comply

The ‘comply’ frame tells us to stay within the boundaries of the law, to not violate any rules, regulations or policies. In other words, it is telling us to not be criminal or otherwise in breach of regulation, and threatens us with getting a fine, being fired or going to jail if we do.

When someone is thinking in this frame, she or he will be primarily concerned about the legal basis for decisions, how adherence will be monitored and potentially what the chances are of getting caught violating a rule.

Obviously, legal, risk and compliance professionals are very good at performing in this frame, but for ordinary employees, this is a lot harder for the simple reason it’s hard to find clarity in the large volumes of regulation that apply.

Especially if you consider all the policies, guidelines, work instructions, forms, systems, processes and procedures that are based on the regulations that apply to our work, it is clear that this frame can be overwhelming to the average employee.

Be successful

The ‘be successful’ frame tells us what it means to be a good employee, and what it takes to be successful in our jobs. It is the frame in which talking about work subjects and content is valued more than talking about feelings (be good) or restrictions (be legal). Generally, it is appreciated to show decisiveness and a high degree of control over what is going on at work.

Typically, when thinking in this frame, decisions are made based on cost-benefit analyses, benchmarks or an otherwise solid business case. The higher goal is to be successful, put ticks in all the boxes you promised and ultimately to make some money for yourself and the company.

Be good

You could describe the ‘good frame’ as the frame that is dominant for us as humans, for example when we are at home with our family. Where the ‘be professional’ frame tells us to be successful, the ‘be good’ frame tells us to be valuable, a noticeable distinction.

Try to become not a man of success, but try rather to become a man of value, Einstein (Source: Wikiquote)

When this frame is active, our decisions will be about good or bad. At work, interests of different stakeholders will be weighed against each other and balanced out. Maybe this is not always done consciously or perfectly, but this is the aim. The ultimate goal for those of us who have this frame activated is to have a positive impact on the people we work with and with society at large. We want to be good and avoid harm not because we have to, but because we want to.

In the next post I will show how these three frames can compete for our attention and thereby influence the way we make choices.


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