Problemframing

Problemframing is the process of defining and presenting a problem in a way that shapes how people perceive it and what solutions are considered. It involves clarifying the scope, identifying stakeholders, stating goals and constraints, and surfacing underlying assumptions. As an early stage activity in problem solving, research design, product development, and policy making, framing determines which aspects of a situation are foregrounded and which are overlooked.

Frames can be explicit through problem statements and how-might-we questions, or implicit in metrics and success criteria. Common frames include treating the issue as a gap between current and desired performance, a misalignment between needs and resources, a process inefficiency, or a risk to safety or compliance. The choice of frame influences the available solution space and the evaluation of trade-offs.

Techniques to influence and test framing include stakeholder interviews, user-centered framing, assumption mapping, root-cause analysis (5 Whys), and problem statements that separate user needs from product features. Reframing—changing the basic question— is a standard practice to broaden or shift attention and to surface alternative approaches.

Framing carries ethical and practical implications. Biased or narrow frames can skew decisions, obscure inequities, or lock teams into suboptimal outcomes. Good practice involves exploring multiple frames, documenting assumptions, and validating frames with data and diverse perspectives. In practice, problemframing appears in design thinking, strategy, and policy discussions and is often followed by problem solving, requirements definition, and solution design.