top of page
Jul 29

What Makes an Effective Framework?

Seven design principles to assess the quality of your framework



This is the fourth instalment of a five-part series on how to create frameworks. The previous posts were:



In this fourth part the focus is on quality.


I think about quality a lot. My EdTech clients often ask, “How do I know we’re all pushing for the same, high-level quality?” I usually recommend two starting points: First, define what good quality looks like, second, give examples for each.


The same approach works for creating effective frameworks.


What makes a great framework?

The short answer is: Frameworks create a shared understanding of a problem and facilitate sensemaking from multiple perspectives in order to make an effective decision.


They’re essentially a storytelling artefact for driving collective action.


Let’s unpack this.


Great frameworks create a shared understanding of a problem….

Creating a shared understanding involves bringing implicit knowledge into the open so it becomes accessible to all. Because implicit knowledge builds on an individuals’ lived experience, it can be difficult to express and share with others. Frameworks provide a structured approach to capture, articulate, and communicate this implicit knowledge.


… and facilitate sensemaking…

Picture yourself facing a complex problem, like turning around a struggling business. The first thing you’ll likely do is arrange different data points. For example, you might analyze and organize financial performance data into different groups of cost-saving opportunities. Quite unconsciously, we label and categorize different data points based on their context. That’s sensemaking. Frameworks provide a heuristic structure for this process, making it easier to identify leverage points and take action by organizing and simplifying complex information.


…from multiple perspectives…

Problems are often so complex that a single human cannot solve them. We’re biased, don’t have all the data, and overlook critical insights. What you need is to invite the perspectives of multiple stakeholders. Collaborative sensemaking helps establish a variety of opinions and invites differences among stakeholders without falling back to the biggest consensus in the group.


…to make an effective decision.

The goal of your framework is to serve as a springboard to action. An effective decision should be actionable and timely, taking into account the constraints of the situation. It should also be informed by the diverse perspectives developed through sensemaking.


Seven Design Principles for Great Frameworks

Creating a framework can be a complex intellectual challenge. At each step of the framework design process we make deliberate choices. So that these choices lead to a framework that will help facilitate the best possible outcome, here are seven design principles to assess the quality of your framework¹²³.


1. Clearly defined scope 

2. Balanced detail and clarity 

3. Conceptually sound 

4. Grounded in established knowledge 

5. Collective engagement

6. Intuitive visual structuring 

7. Flexibility 


Download the free worksheet with the seven design principles. 


1. Clearly defined scope

It’s called frame-work because it provides a structured “frame” for addressing one specific problem exceptionally well. Think of it as a precision instrument, not a multi-purpose gadget.


So when creating your framework, ensure it is clear, concise, and aligned with the desired outcome it aims to achieve. This clarity in purpose helps in maintaining focus, preventing the framework from becoming overly complex or diluted. Take SMART goals, whose sole purpose is to set effective goals.


2. Balanced detail and clarity

Frameworks are always a simplified representation of reality. Just think of maps, which aren’t an exact replica of every tree and house, but simplify and distort reality to guide users more effectively without unnecessary clutter (aka information overload).


But this simplification is a tricky balance act. Too much of it, and the framework becomes trivial. Too little, and you lose your users’ attention. Here are a couple of tips for striking the right balance:


  • When in doubt, use fewer components. Remember Miller’s magical number seven, plus or minus two. It describes the average number of objects humans can hold in short-term memory. To keep the number of components to a minimum, it’s useful to merge some into higher-order components if necessary.

  • Beware of encoding bias, which results when depth is sacrificed in order to promote a preferred narrative to stakeholders. Remember that a framework’s purpose is to encourage sensemaking from multiple perspectives — not to reveal a perfect answer.


Take the Business Model Canvas. It simplifies the complexity of business models into nine essential components. This balance of detail and simplicity helps users understand and communicate business ideas without getting overwhelmed by excessive information.


3. Conceptually sound

For a framework to be effective, it must be conceptually sound, meaning that all necessary aspects are covered without overlap. To ensure this, the MECE principle is vital in structuring the framework. It stands for:


  • Mutually exclusive: Each element within the framework is distinct and non-overlapping, preventing redundancy.

  • Collectively exhaustive: All elements together comprehensively cover the entire scope of the problem, leaving no gaps.


Practically, this means:

  • Categorize elements in a way that makes sure they don’t overlap, for example using Affinity Mapping.

  • Try to identify the underlying relationships between elements to ensure they fit cohesively within your framework.

  • Create visual sketches early on, which helps identify any overlaps or gaps.

  • Use consistent terminology across the framework to prevent overlap.


For example, McKinsey’s 7S Framework of organizational effectiveness. Each of the seven elements (strategy, structure, systems, shared values, style, staff, skills) is distinct and the framework is collectively exhaustive.


4. Grounded in established knowledge

A framework always reveals the beliefs and assumptions of its creator. To free your framework from any inherent bias and make it credible, make sure it builds on existing knowledge and theories from within the problem space. This not only establishes academic rigor but also promotes compatibility with other frameworks.


Here are a few tips:

  • Use established terminology that was used in other frameworks in your problem space.

  • Reference established theories to support your framework’s credibility.

  • Keep iterating your framework based on collaborations with experts in the field.


For example, Kotter’s 8-Step Change Model is anchored in research on organizational change, such as Kurt Lewin’s change management model (unfreeze, change, refreeze) or McClelland’s achievement motivation theory (need for achievement, affiliation, and power).


5. Collective engagement

A powerful framework is a conversation piece. It should naturally invite dialogue and exploration, helping people share their perspectives and insights. It creates aha-moments, accelerates learning, and encourages stakeholders to work together.


Some tips to help you get there:

  • Include interactive components such as an empty design space for sticky notes where stakeholders can add their insights and feedback.

  • Use relatable metaphors and analogies to explain complex ideas in a way that is engaging and easy to understand. For example, the iceberg metaphor for identifying hidden factors, or the relay race analogy for team collaboration and handoffs.

  • Design the framework to naturally raise questions and invite inquiry, prompting stakeholders to explore and discuss different aspects.

  • Offer concise instructions on how to use the framework for joint inquiry.

  • Use design aesthetics to make the framework easier to understand and use. Icons, symbols, or color-coding can provide visual references that guide users and create a shared understanding.


For example, the fishbone diagram visualizes cause and effect relationships to identify root causes of problems. The diagram’s structure and use of space encourages team members to contribute their knowledge and perspectives.


6. Intuitive visual structuring

A framework conveys its meaning through visual properties such as boxes, lines, arrows, or icons. The way these visual properties are arranged matters greatly! There are three factors that inform this visual structuring: Relationships, desired cognitive activity, and visual organization.


Relationships

Visually arrange the conceptual elements so that they reveal their underlying relationships. This subtle structuring helps stakeholders intuitively understand how different elements connect and interact. Some examples:

  • In Kanban, the elements are organized from left to right and top to bottom, suggesting that users should start with one task and then move on to the next, and so on.

  • The Flywheel Effect demonstrates how continuous, cyclical efforts create compounding momentum.

  • In the Business Model Canvas, the placement of its nine building blocks may initially seem arbitrary. But there is a logic behind it. Overlay the canvas with desirability, feasibility, and viability, and you’ll notice the story behind every successful business: One that addresses the needs of its customers, the possibilities of technology, and the requirements for financial success.


As a reminder, there are four relationship patterns that inform the visual arrangement of a framework:

  • Categories: Grouping similar elements, such as De Bono’s Thinking Hats or SMART goals, often visualized as checklists.

  • Sequences: Arranging elements in a specific order, like Kanban or Lean Startup. The visual arrangement includes processes, cycles, and hierarchies.

  • Comparisons: Placing elements side by side to highlight differences or similarities, such as the Ansoff Matrix or Ikigai. Here, the framework is usually visualized as a 2x2, radar diagram, or a venn diagram.

  • Systems: Displaying elements as interconnected parts of a whole, exemplified by the Business Model Canvas or Viable Systems Model. To break free of the 2-dimensionality of sequences or comparisons, systems are often visualized as maps.


Four relational patterns of decision-making and problem-solving frameworks. 


Desired cognitive activity

A thought can take various shapes. I like to use the term “cognitive activity” to describe shapes of thought: prioritizing (MoSCoW) will need some kind of arranged list, deciding (Ansoff matrix) requires a visual comparison of options, tracking (Pirate metrics) is typically linear in the form of progress over time, and designing (Business Model Canvas) needs empty design spaces.


The desired cognitive activity is dependent on the purpose of the framework. The visual arrangement of the framework should reflect this intended cognitive process.


Visual organization

Use the visual organization of your framework to convey categories, show relationships, illustrate orders, convey conceptual distance, or express value. This is an entire subgenre I can’t cover in a single post, but here are some important properties of organization of space⁴:

  • Proximity: Objects that are close to each other tend to be perceived as a group. For example clusters, groups, or categories of similar things.

  • Similarity: Items that are similar in appearance are perceived as related. For example through consistent use of colors, shapes, or sizes for related elements.

  • Placement: Elements that are placed in the center of a page catch our attention (Sinek’s Golden Circle), horizontal placement conveys something over time, and vertical placement can be used to convey strength or power.

  • Direction: Something pointing up is typically associated with increases in amount, while horizontal arrangement is more indicative of process or steps. Arrows are a common indicator of which direction to take.

  • Size: The greater the size, the greater the chance of attracting attention.


7. Flexibility

Although the framework should be designed with a specific purpose in mind, great frameworks are flexible enough to apply to different use cases within the problem space. Take the SWOT analysis. Originally intended for strategic planning in organizations, it can be adapted for personal development, project management, and other areas.


Furthermore, flexibility of integration ensures the framework can work in synergy with other frameworks, covering additional aspects of specific problems, thus making it a versatile and comprehensive solution.


Notes on the Design Process

It’s normal to make compromises in order to create a shared understanding. Your framework won’t be perfect. As you share a framework with a client, it can be useful to say “This is a discussion document. I recognize I may lack essential information for a fully informed picture and look forward to other stakeholders’ input.” This is part of the sensemaking process that will help you make an effective decision.


Download the free worksheet with the seven design principles.


 


 

If you read this far, thank you for your attention. This post is part of a 5-part series that will also be able to download as an e-book. Join my mailing list to get notified when it becomes available.

bottom of page