Objective

Build a framework to:

Interest and engage your audience Develop trust and shared meaning Motivate stakeholder investment and action

The Power of Framing:

The Framework You Use to Communicate is as Important as the Content
Framework for Communication
Assess and engage your audience Engage Link the topic to organizational / audience values Consider your role and your desired role Anchor and focus the discussion Focus Sequence the issues Link proposed solution to audience needs Target Present clear decision options

Examples
This approach has influenced diverse audiences and informed key institutional decisions:
MiChart- Built consensus and support for investment in a Hospital Electronic Medical Record (Epic) NCRC - Advocated for the acquisition of the North Campus Research Complex BRCF Prioritized capital investment and operating needs for Biomedical Research Core Facilities (BRCF)

Components
1. Engage
Adapt to multiple audiences: Level (leadership, faculty, staff) Function (financial, operations) Link to values to build shared meaning. People desire to:5 Be a part of something big Feel a sense of belonging Go on a meaningful journey Know their role in making a difference

Conclusion
Content alone may not affect change A framework which speaks to content through the lens of human emotions and behaviors is critical

2. Focus
Clarify the magnitude of the issue Segment relevant from irrelevant Anchor the discussion by setting context, a reference point or comparison Use stories, pictures, metaphors Sequence information for impact, perception and prioritization Balance audience loss aversion and expected gain

Resources
Framework Foundations
Approach Ethics Tools Credibility
Visionary, Coaching, Affiliative, Democratic2 Framing a discussion appropriately is an ethically significant act1 Active listening, targeted questions, engage opposing viewpoints Provide appropriate content, leverage subject matter experts, address information gaps, be honest, respect people
1. Frank, Robert. The Impact of the Irrelevant on Decision-Making. The New York Times, 29 May 2010. 2. Goleman, Daniel, Richard Boyatzis, Annie McKee. Primal Leadership: Realizing the Power of Emotional Intelligence. Harvard Business School Press, 2002. 3. Raffoni, Melissa. How to Frame Your Messages for Maximum Impact. Harvard Business Review, 20 April 2009. http://blogs.hbr.org/hmu/2009/04/leadersframe-your-messages-fo.html. 4. Roller, Colleen. How Anchoring, Ordering, Framing, and Loss Aversion Affect Decision Making. Uxmatters, 7 March 2011. http://www.uxmatters.com/mt/archives/2011/ 03/how-anchoring-ordering-framing-andloss-aversion-affect-decision-making.php. 5. Root learning, 2011. www.rootlearning.com

3. Target
Present clear decision options fewer is better Build a positive message for future change - avoid criticizing past performance or people

University of Michigan Health System Finance Strategic Finance & Business Consulting
Jared Hopkins, Shane Fortune, Christine La Jeunesse, Alison Spork May 2011