Frameworks | Roberts Brain

Strategic Partnership | Local Government | Commercial Sector

2017 to current

💎 Key Skills Used:

Analytical skills: ability to breakdown complex problems and identify key components
Systems thinking: recognising how different components interact within a larger system
Research skills: gathering data from various sources is critical for developing frameworks that are evidence and science based
Communication skills: clearly articulating the frameworks purpose, structure and usage
Creativity and flexibility: innovative thinking is required to design adaptable structures that accommodate different structures and evolving needs
Stakeholder engagement: understanding and incorporating the perspectives of those that will use or be impacted helps ensure relevance and adoption
Attention to detail: ensuring accuracy and consistency in the structure and application is key to reliability and effectiveness

In May 2017 I received training from the Frameworks Institute UK to develop frameworks.

The frameworks that I have developed:

Two Service Design Frameworks - one for a strategic partnership (2017 - 2020), and another for local government (2020 - 2024)
Evaluation Framework - strategic partnership (2018)
Outcomes Framework - strategic partnership (2014 - 2020)
Change Management Framework (2021)
Customer Journey Framework (2024+)

The 🧠 (social) psychology of frameworks, and why I think they are important:

Framing theory explains how information is presented or 'framed' and influences the perceptions, decisions, and reactions.

This was proposed by Erving Goffman (1974) who suggested that people interpret information based on pre-existing cognitive structures or 'frames' that organise their experience of the world. These frames guide how we perceive reality, making aspects of information more important than others.

Frameworks are essential because they structure our thinking on a particular topic. This includes influencing behaviour through persuasion. They also help us reach our goals.