Reframing

Cómo ejecutarlo

1. 1

   Identify a statement, behaviour, or concern in the group that is generating stuckness or negativity (e.g. 'people keep raising objections', 'nobody is committing to dates').

2. 2

   Before intervening, internally ask yourself: 'In what context would this behaviour make perfect sense? What positive intention or need might be behind it?'

3. 3

   Offer the reframe explicitly and briefly. Example: 'I'm noticing a lot of pushback on the timeline. I want to offer a different lens — what if that resistance is actually the group's way of protecting quality? It might be telling us something important about scope.'

4. 4

   Pause and let the reframe land — do not immediately elaborate. Give the group a moment to react.

5. 5

   Invite responses: 'Does that framing resonate with anyone? What shifts for you if you look at it that way?'

6. 6

   If the group engages with the new frame, build on it by asking what becomes possible from this perspective.

7. 7

   Use a flipchart to write both the original framing and the reframe side by side, so the group can consciously choose which lens to work from.

Consejos

• A reframe must be genuinely plausible — it cannot be forced positivity. The group will reject a reframe that feels dishonest.

• Offer it tentatively: 'I want to offer a different lens…' or 'One way to see this might be…' — not as the truth, but as a possibility.

• Silence after a reframe is productive; resist filling it immediately.

• Reframing works best on patterns and systemic concerns, not individual blame — never use it to excuse harmful behaviour.

• In heated moments, a well-timed reframe can de-escalate faster than any process intervention.

Variaciones

Group reframing exercise: write a concern on a sticky note, pass it around the table, and each person writes one alternative frame on the back. Read all frames aloud and discuss which opens the most possibilities. For digital workshops, use a shared Miro/MURAL board with two-column sticky notes.

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