How can we Reframe business models? What disruptive shifts and surprising opportunities can we see if we apply the Reframing technique?

For an in-depth analysis of Business Model Innovation, see the attached
article Disruptive Beliefs: a new approach to business model innovation
by Marc de Jong and Menno van Dijk,

How do you reframe your work, your team, or your organisation?

Practical tips for how to do the Reframing exercise using post-it notes or the online tool.

Step 1: Determine your Core Belief about the topic
• Choose a core belief - Write it on a central post-it note.
• Choose a core belief that frustrates or irritates you, and that you would like to change.
• Formulate your core belief in a short, clear statement - less than ten words.

Step 2: Map your supporting beliefs - why do you believe this?

• A supporting belief can be an assumption, a reason, or a situation
• Write each supporting beliefs on a separate post-it note 
• Write down key words – legibly, in CAPITAL LETTERS
• Is it complete? Do you have the main ones?
• Do not forget obvious assumptions
• Choose the four most important ones – these are your pillars

Step 3: Change your supporting beliefs into their opposites

3a. Start with linguistic and grammatical opposites

3b. Construct movements or conceptual variations – In/Out, High/Low, Serving/Leading

3c. Find an extreme example – if you’re laughing, you’re on the right track

• Use different colour post-it notes

• Do not worry whether these opposites are ‘true’

• Don’t think too much, your brain is not your friend

• Keep writing post-its: make your thinking steps visible

Step 4: Construct a reframed core belief

• Choose the most surprising opposite supporting beliefs and put these on top

• What if these four extreme supporting beliefs were true?

• Write down your reframed core belief

What have you learned from your organisational Reframe? What is your insight?

Formulate a core belief about your current work situation in a short, clear statement - less than ten words:

• process

• leadership style

• team interactions

• outcomes

• other

Check whether this is really in your own sphere of influence, not your boss’s or the system’s. Do you have control over this part of your work?

How to use Reframing to solve a problem about terrible IT support.

Waht have you learned from your Personal Leadership Reframe? What is your insight?

How to use the rapid prototyping approach to test your Reframed assumptions.

The best way to innovate is sometimes to stop doing things completely. See what characters can help you with this.

Looking at your Personal Leadership Reframe, are you getting an insight into what you could change to deal with your initial situation? This could come from the overall reframe, or from one of the reframed supporting beliefs. What would you like to change?

Building on your leadership reframe, design an experiment to test your innovation: 

• at no cost or low cost – reduce the cost of failure to zero

• without having to ask permission 

• in which you run a risk, but a limited risk 

• if possible, add a second iteration

Use these techniques to continuously innovate, using a virtuous cycle of questioning assumptions and trying out radical new ideas.

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Why do we think what we think? The philosopher W.V.O. Quine's concept of a Web of Belief explains how our assumptions structure our thinking and behaviour.

The philosopher of science Thomas Kuhn popularised the notion of a Paradigm in his famous work The Structure of Scientific Revolutions. What did he mean by paradigms, and how do they affect our thinking?