Enhancing Challenge Framing in Defence Organisations: Towards Reflexive Methods

Philippe Beaulieu-Brossard,Philippe Dufort

doi:10.35926/hdr.2020.2.2

Abstract

This article contributes to problem solving, design, and planning in defence organisations by arguing that a ‘problem’ or a ‘challenge’ is never objective, natural or ready-made. Challenges are contingent to the conditions under which individuals perceive and formulate them. As a result, this article understands ‘challenges’ and ‘approaches’ to address them as co-dependent on one another. This article recommends that officers should attempt to generate the most interesting and, we hope, innovative problem-solution pair or challenge-approach pair in order to integrate this insight into practice when problem solving, designing, or planning. Leaders and their teams can learn to inhabit this mind-set by finding inspiration in three modes observed through practice: initial challenge framing, challenge curation and co-evolution. For each of these modes, the article proposes reflexive methods and tools for enhancing introspection in challenge framing and formulation namely the Five Whys, question-storming, and loyal opposition. The article supports these recommendations and methods through insights gleaned from philosophy of knowledge, design theory, and on design experiences with the North American Aerospace Defence Command (NORAD) in 2019.

Highlights

Countless confessions we received underline that an increasing number of senior leaders seem less and less satisfied by the solutions they develop with their teams
Echoing the Einstein quotations, which prefaced these recommendations, and building on philosophy and reflexive methods, we argued the opposite
Familiarity with, if not proficiency in, challenge framing and formulation is essential for mid- and senior-level officers

Summary

INTRODUCTION

Countless confessions we received underline that an increasing number of senior leaders seem less and less satisfied by the solutions they develop with their teams. We mean following design theorists Donald Schon and Martin Rein, deliberately changing our frame of reference, that are, “the underlying structures of belief, perception and appreciation” turning an issue into a challenge to deal with.[4] Or perhaps more after design theorist Kees Dorst, reframing means changing or re-anchoring a way of seeing, thinking and acting in the world in its most basic and implicit expression.[5] Continuously reframing and reformulating challenges afford leaders and their teams the capacity for shifting their mindset over a challenge This process – that we call reflexive practice – is of vital importance: The very. Using the word ‘challenge’ is a tentative first step in shifting this perception to understanding “problems” as complex issues.[7] In sum, this article encourages a return to the self when framing and formulating challenges This reflexive approach, we suggest, is more conducive to the mind-shift leaders and their teams require to better intervene in the complex realities of the 21st century.

Challenge Perception

Challenge Conceptualisation

Challenge Curation Mode

CONCLUSION