Introduction
In today's rapidly changing world, we face unprecedented challenges that require innovative solutions. From climate change to pandemics, from economic crises to social upheavals, the problems we encounter are complex and often seem insurmountable. In this context, many people look to artificial intelligence and advanced technologies as the answer to our woes. However, in his book "Framers," Francis De Véricourt argues that the key to solving these issues lies not in machines, but in a uniquely human ability: framing.
Framing is the way we interpret and make sense of the world around us. It's the mental models we use to understand situations, make decisions, and solve problems. While we often frame unconsciously, De Véricourt contends that actively and skillfully framing is crucial for our future. This book explores the power of framing, its components, and how we can harness it to tackle the most pressing issues of our time.
The Power of Framing
Framing: A Human Superpower
One of the central arguments in "Framers" is that the ability to frame is a uniquely human trait that sets us apart from both animals and artificial intelligence. To illustrate this point, De Véricourt shares the story of Regina Barzilay, a professor of artificial intelligence at MIT, who tackled the problem of antibiotic resistance.
For years, scientists had been struggling to find new antibiotics to combat drug-resistant bacteria. The traditional approach was to develop molecules similar to existing antibiotics, but this strategy was failing as bacteria quickly adapted to these new drugs. Barzilay reframed the problem entirely. Instead of focusing on creating antibiotic-like molecules, she asked: What if we search for substances that kill bacteria, regardless of their similarity to known antibiotics?
This new frame led Barzilay and her team to develop an AI algorithm that could identify potential bacteria-killing molecules. The result was the discovery of halicin, a compound with the potential to treat drug-resistant diseases. While many headlines credited AI for this breakthrough, De Véricourt argues that the real hero was Barzilay's human ability to reframe the problem.
This example highlights a crucial point: while AI can process vast amounts of data and make objective decisions, it cannot frame problems on its own. The human capacity for framing allows us to see challenges in new ways, opening up innovative solutions that might otherwise remain hidden.
Frames Shape Our World
The impact of framing extends far beyond scientific discoveries. De Véricourt argues that frames shape every aspect of our lives, often in ways we don't even realize. To drive this point home, he presents a stark historical example: the Soviet Union's attempt to apply communist principles to farming in the 1930s.
Under the influence of Lysenkoism, a pseudo-scientific theory based on Marxist-Leninist ideology, Soviet authorities promoted farming practices that were completely at odds with biological reality. For instance, they encouraged planting crops extremely close together, believing that plants of the same "class" wouldn't compete for resources – mirroring the communist ideal of a classless society.
The results were catastrophic. Despite a massive increase in cultivated land, crops failed, leading to widespread famine and death. This tragic episode illustrates how applying an inappropriate frame (in this case, an economic and political ideology) to an unrelated field (agriculture) can have dire consequences.
More recently, the COVID-19 pandemic provided another clear example of how framing affects real-world outcomes. Different countries framed the pandemic in different ways, leading to vastly different responses and results. New Zealand, for instance, framed COVID-19 as similar to the SARS outbreak of 2002. Although SARS never reached New Zealand, the country had developed robust disease-monitoring systems and policies in response to that threat. When COVID-19 hit, New Zealand was able to quickly implement these measures, leading to early success in containing the virus.
In contrast, Britain initially framed COVID-19 as more akin to a seasonal flu. This frame led to a strategy of pursuing herd immunity rather than aggressive testing and tracing. The consequences were stark: by early June 2020, New Zealand was officially COVID-free, while Britain had one of the world's highest fatality rates.
These examples underscore the profound impact that frames can have on our world. Whether we're dealing with scientific challenges, public health crises, or any other complex issue, the frames we choose can quite literally mean the difference between life and death.
The Components of Framing
To better understand framing and how we can improve our framing skills, De Véricourt breaks down the concept into three key components: causal inferences, counterfactuals, and constraints.
Causal Inferences
Causal inferences are our understanding of how things are related and how they affect each other. It's our ability to recognize that A leads to B, or that X is the result of Y. While this might seem simple, human causal reasoning is actually quite sophisticated and goes beyond what animals or current AI can do.
De Véricourt uses the example of Ben Bernanke, the economist who played a crucial role in managing the 2008 financial crisis, to illustrate the power of causal reasoning. When faced with the potential collapse of major banks, many policymakers were operating under the frame that bailing out individual firms would create perverse incentives for others. However, Bernanke, drawing on his study of the 1929 market crash and the subsequent Great Depression, understood the causal links between the central bank's response and the damage to the economy.
This causal understanding led Bernanke to frame the problem differently. Instead of letting banks fail, he directed the Federal Reserve to buy up assets from banks, providing them with cash they could then lend out to stimulate the economy. This approach, informed by Bernanke's causal reasoning, helped prevent a total economic meltdown.
The book emphasizes that while animals and AI can recognize simple cause-and-effect relationships, humans have a unique ability to extrapolate and imagine causal links that aren't immediately obvious. We can burn our hand on a stove and understand that touching other hot surfaces will have a similar effect. We can even extend this understanding to how other substances might react to heat.
However, De Véricourt also cautions that our causal inferences aren't always correct. He gives the humorous example of someone noticing that a rooster crows every morning before the sun rises, and incorrectly inferring that the rooster's crow causes the sun to rise. This highlights the importance of critically examining our causal beliefs and being willing to revise them when faced with new evidence.
To improve our framing abilities, the author encourages us to consciously examine the causal inferences we're making. When we notice a pattern or make a causal assumption, we should ask ourselves: What's the reason this is happening? Are there other possible explanations? By questioning and refining our causal reasoning, we can build more accurate and useful frames.
Counterfactuals
The second component of framing is counterfactuals – our ability to imagine alternative realities or "what if" scenarios. This capacity allows us to consider different possibilities and outcomes, enriching our understanding of a situation and informing our decision-making.
To illustrate the concept of counterfactuals, De Véricourt uses an example from the 2018 World Cup final. During the game, French striker Antoine Griezmann took a free kick that deflected off Croatian defender Mario Mandžukić and into the goal. To decide whether to record this as an "own goal" for Croatia, the referee had to imagine a counterfactual scenario: What would have happened if Mandžukić hadn't touched the ball? Concluding that the goalkeeper would likely have caught the ball in this imaginary scenario, the referee attributed the goal to Mandžukić rather than Griezmann.
This example shows how counterfactuals allow us to consider alternative outcomes and make more nuanced judgments. But the importance of counterfactuals extends far beyond sports. De Véricourt argues that they play a crucial role in decision-making, problem-solving, and even averting global disasters.
One of the most dramatic examples of the power of counterfactuals comes from the Cuban Missile Crisis of 1962. When President John F. Kennedy learned that the Soviet Union was placing nuclear missiles in Cuba, his military advisers urged immediate and massive military action. However, Kennedy, remembering the recent failure of the Bay of Pigs invasion, was hesitant to act rashly.
Instead, Kennedy asked his advisers to generate alternative ways of looking at the situation – in other words, to consider counterfactuals. This process led to the option of a naval blockade rather than a bombing campaign, a strategy that ultimately helped avert nuclear war. By considering multiple possible scenarios and their outcomes, Kennedy was able to choose a course of action that defused the crisis without escalating to full-scale conflict.
On a more everyday level, counterfactuals can help us avoid jumping to conclusions or making hasty judgments. De Véricourt gives the example of finding the last cookie missing from the jar and immediately blaming your child. By considering counterfactuals – maybe your spouse ate it, or maybe you forgot you ate it yourself earlier – you can avoid unfair accusations and maintain family harmony.
The author emphasizes that cultivating our ability to generate and consider counterfactuals is crucial for improving our framing skills. By regularly asking ourselves "What if?" and imagining alternative scenarios, we can broaden our perspective, improve our judgment, and make better decisions.
Constraints
The third and final component of framing is constraints. While it might seem counterintuitive, De Véricourt argues that constraints are actually crucial for effective framing and problem-solving. They help focus our thinking and prevent us from getting lost in an endless sea of possibilities.
To illustrate this point, the author shares two contrasting examples. First, he mentions the famous architect Frank Gehry, who claimed that his most difficult assignment was one with no constraints whatsoever. Given complete freedom, Gehry found himself paralyzed by the endless possibilities. On the other hand, when children's author Dr. Seuss was challenged to write a book using only 50 different one-syllable words, he produced the beloved classic "Green Eggs and Ham."
These examples show how constraints can actually spark creativity and innovation. By limiting the scope of possibilities, constraints force us to think more deeply and creatively within those boundaries.
However, De Véricourt emphasizes that not all constraints are created equal. He distinguishes between "hard" constraints – those that are essential and immutable – and "soft" constraints, which can be added or removed as needed. The skill in framing lies in identifying which constraints are truly necessary and which can be adjusted or discarded.
To guide this process, the author introduces three principles:
Mutability: This involves examining which aspects of a situation you believe you can change. For example, if you're running late for a meeting, you don't assume you can change traffic lights, but you might consider different modes of transportation.
Minimal change: This principle suggests minimizing the number of modifications to a set of constraints. This helps prevent wasting time on unrealistic possibilities.
Consistency: The constraints you choose should be logically consistent with each other and with the known facts of the situation.
By skillfully applying these principles, we can create frames that are both focused and flexible, allowing us to approach problems in novel and effective ways.
Strategies for Reframing
While understanding the components of framing is crucial, De Véricourt emphasizes that the real power lies in our ability to reframe – to shift our perspective and see situations in new ways. However, reframing isn't always easy. We often get stuck in familiar frames, applying the same mental models to different situations even when they're not appropriate.
To help readers become more adept at reframing, the author introduces three main strategies: repertoire, repurposing, and reinvention.
Repertoire
The repertoire strategy is the most common and straightforward approach to reframing. It involves mentally reviewing the frames we already know and selecting the one that best fits the current situation. This is similar to a chef choosing the right tool from their kitchen utensil drawer.
We saw an example of this strategy with Ben Bernanke during the 2008 financial crisis. Bernanke drew on his knowledge of the Great Depression to frame the current crisis and devise an appropriate response. By applying a frame from his mental repertoire, he was able to navigate a complex and potentially catastrophic situation.
While the repertoire strategy can be highly effective, its limitation is that it relies on frames we already know. This can be problematic when we face truly novel situations that don't fit any of our existing mental models.
Repurposing
When we lack an applicable frame in our repertoire, we can turn to the strategy of repurposing. This involves taking a frame from one domain or industry and applying it to a different context.
De Véricourt illustrates this strategy with the example of Ingvar Kamprad, the founder of IKEA. In the 1950s, Kamprad noticed that furniture was traditionally viewed as a long-term investment, meant to be passed down through generations. However, he also observed a trend towards disposable, inexpensive goods in other consumer markets. Kamprad repurposed this frame from general consumerism and applied it to furniture, leading to IKEA's revolutionary approach of affordable, disposable furniture.
Repurposing can be a powerful way to generate new insights and solutions. By looking at a problem through the lens of a completely different field, we can often uncover innovative approaches that wouldn't be apparent from within our usual frame of reference.
Reinvention
Sometimes, we encounter situations that are so novel or complex that they resist both our existing frames and those we might borrow from other domains. In these cases, we need to reinvent our frames entirely. This is the most challenging form of reframing, but also the one with the potential for the most groundbreaking results.
The author points to Charles Darwin's theory of evolution as a prime example of frame reinvention. Darwin completely revolutionized our understanding of life on Earth by framing all living beings as descendants of common ancestors. This new frame fundamentally changed how we view the progression and diversity of life.
While reinvention can lead to transformative breakthroughs, it's also the most difficult and risky form of reframing. It requires a willingness to challenge deeply held assumptions and to think in radically new ways.
De Véricourt emphasizes that regardless of which reframing strategy we choose, certain traits are crucial for success. These include open-mindedness, comfort with uncertainty, and a willingness to challenge the status quo. By cultivating these qualities, we can become more adept at reframing and better equipped to tackle complex challenges.
The Importance of Frame Pluralism
As we develop our framing skills, De Véricourt argues that it's not enough to simply become better at generating and applying frames. We also need to cultivate frame pluralism – a diversity of frames and perspectives – at individual, organizational, and societal levels.
Individual Frame Pluralism
On an individual level, having a diverse repertoire of frames makes us more adaptable and better equipped to handle a wide range of situations. The author encourages readers to engage in "cognitive foraging" – actively seeking out new ways of thinking and seeing the world. This might involve reading widely across different disciplines, engaging with people from diverse backgrounds, or deliberately exposing ourselves to unfamiliar ideas and perspectives.
By expanding our mental toolkit in this way, we become more flexible thinkers and more effective problem-solvers. We're less likely to get stuck in rigid ways of thinking and more likely to find innovative solutions to complex challenges.
Organizational Frame Pluralism
At the organizational level, frame pluralism is equally crucial. De Véricourt illustrates this point with a comparison between the tech industries in Boston and Silicon Valley. In the late 1950s, there were three times as many tech companies around Boston's Route 128 as there were in Silicon Valley. However, by 1990, this ratio had completely reversed.
The author attributes this shift to differences in organizational culture and frame diversity. East Coast tech companies tended to be formal and hierarchical, rewarding employees for sticking to established ways of thinking. In contrast, Silicon Valley fostered a culture of small, decentralized companies that prized innovation and novel thinking. Employees from different firms were encouraged to meet and share ideas, leading to a rich ecosystem of diverse perspectives and approaches.
This example underscores the importance of cultivating diverse perspectives within organizations. Teams composed of members with varied backgrounds, outlooks, and expertise are better equipped to tackle complex challenges. De Véricourt suggests that when facing difficult problems, team members should first consider the issue individually before coming together to discuss. This approach helps prevent groupthink and allows the organization to benefit from a wide range of frames and perspectives.
Societal Frame Pluralism
On the broadest level, De Véricourt argues for the importance of frame pluralism in society as a whole. He points out that societies become more vulnerable when states suppress diverse perspectives and enforce a single, dominant frame. Historical examples of this include the fascist and communist regimes of Europe in the 1930s and '40s, the Red Scare in the United States in the 1950s, and the genocide in Rwanda in the 1990s. In each case, the suppression of alternative viewpoints led to fear, violence, and societal breakdown.
In contrast, open and tolerant societies that embrace a diversity of perspectives tend to be more resilient, innovative, and successful in the long run. They're better equipped to adapt to changing circumstances and to find creative solutions to complex problems.
The author argues that we should strive to uphold frame pluralism at the societal level, fostering an environment where diverse viewpoints are not just tolerated but actively encouraged. This involves protecting freedom of speech and thought, promoting education that exposes people to a wide range of ideas, and cultivating a culture that values intellectual curiosity and open-mindedness.
The Timing of Reframes
While "Framers" emphasizes the importance of reframing, De Véricourt also cautions that timing is crucial. Not every moment is right for introducing a new frame, no matter how brilliant or innovative it might be. The world needs to be ready to receive and act on new ways of thinking.
To illustrate this point, the author discusses the history of electric cars. In 1900, about one-third of all cars were electric. However, these vehicles fell out of favor and didn't make a significant comeback until the founding of Tesla in the early 2000s. Tesla's success wasn't just due to technological innovation; it was also a matter of timing.
By the time Tesla launched, several factors had aligned to make the world more receptive to electric cars. Electric motors, battery technology, and computers had all significantly improved. Additionally, public awareness of environmental issues had grown, leading to increased concern about the environmental impact of gas-powered vehicles.
This example highlights the importance of assessing whether circumstances have changed in a way that makes the world ready for a new frame. When considering a reframe, we should ask ourselves:
- Has the underlying technology or knowledge advanced enough to support this new perspective?
- Have societal attitudes or values shifted in a way that aligns with this new frame?
- Are there economic or political factors that might now favor this different approach?
By carefully considering these factors, we can increase the likelihood that our reframes will be well-received and effective.
Conclusion
In "Framers," Francis De Véricourt makes a compelling case for the power and importance of framing in our rapidly changing world. While artificial intelligence and advanced technologies certainly have their place, it is our uniquely human ability to frame and reframe that will be crucial in solving the complex challenges we face.
The book provides a comprehensive exploration of framing, breaking it down into its key components of causal inferences, counterfactuals, and constraints. By understanding these elements and how they interact, we can become more conscious and skillful framers.
De Véricourt also offers practical strategies for reframing, from drawing on our existing repertoire of frames to repurposing frames from other domains and even reinventing frames entirely. These tools equip us to approach problems from fresh angles and discover innovative solutions.
Perhaps most importantly, the author emphasizes the critical importance of frame pluralism – at individual, organizational, and societal levels. By cultivating a diversity of perspectives and ways of thinking, we become more adaptable, resilient, and capable of tackling complex challenges.
As we move forward into an uncertain future, the ability to frame and reframe will be more important than ever. Whether we're dealing with global issues like climate change and pandemics, or personal and professional challenges, our framing skills will be key to finding effective solutions.
"Framers" serves as both a wake-up call and a guide, urging us to recognize the power of framing and providing us with the tools to harness it. By developing our framing abilities, we can shape a better future for ourselves and for the world at large.