See from a New Angle

Outcomes

• A sharper problem statement that points to action.
• Better questions, faster answers.
• Stakeholder‑aware decisions.

When to use

• You’ve circled the issue without progress.
• Stakeholders disagree on “the real problem”.

Core templates

Reframe A — Stakeholder lens

We spent a lot of time on [Problem A]. Reframe the entire problem from the perspective of a key stakeholder (customer, investor, regulator, frontline). What does it look like now? What changes in goals, constraints, and success criteria?

Reframe B — Better question generator

What is a more effective question I could have asked to get to my goal faster? Offer 5 alternatives from different lenses (e.g., risk, speed, feasibility, ethics, ecology) and explain what each optimises.

Reframe C — Scale & time

Zoom out (system level) and zoom in (1‑day action). Show how the problem changes at each scale and propose an experiment for tomorrow.

Reframing techniques

• Jobs‑to‑be‑Done: What job is the stakeholder hiring this for?
• Inversion: What if we maximise the opposite?
• Constraint swap: Change the hard limits and see what emerges.
• Definition swap: Replace a key term and test implications.

Example

• Original: “How do we increase feature adoption?”
• Reframe (customer job): “How do we remove effort to achieve outcome X in 2 minutes?” Leads to onboarding redesign, not more comms.

Pitfalls

• Treating reframing as wordplay rather than decision‑making.
• Ignoring who bears the cost of the chosen frame.
• Reframing without testing with stakeholders.