Chapter Three
The Power of Framing
Teaming behavior is often at odds with the demands of formal organizational structures, which divide people by specialty and focus more of their attention on bosses than on peers. Natural cognitive biases can get in the way, too; for many kinds of knowledge work, effective teaming requires suspension of the spontaneous assumption that one’s own perspective is more accurate than those of others. In many workplaces, therefore, engaging in teaming may feel like an unnatural act; thus, leadership is needed to create an environment conducive to teaming.
Framing is a crucial leadership action for enrolling people in any substantial behavior change. It is especially important for promoting teaming and learning. Framing ...
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