Framing

Index

In this section, you will learn about framing or positioning a shared concern or a strongly desired change in ways that are meaningful, persuasive and compelling. Framing is an essential skill for change agents – it can create and promote an understanding of the shared concern by others, fuel an urgent need for a response and fosters the motivation and energy for individual and collective action. 

framing banner

What is this element?

Framing is one of the 10 key characteristics of a social movement. It is closely linked to the other characteristics, including shared concern and collective identity. 

Framing is about positioning or describing an issue in a way that makes people care about it, and motivates them to join the social movement and take action. Over time, a frame may lose meaning or not be as impactful as a social movement evolves. In these cases, reframing or repositioning an issue may be needed to maintain the level of engagement of change agents (Bibby et al., 2009, Grinspun et al., 2018).

When engaging in framing, you’ll need to decide which issues and goals to focus on and how to communicate them to other people (del Castillo et al., 2016; Grinspun et al., 2018).
You can use several strategies to frame an issue. Some examples are stories, words, slogans, pictures, humour, irony and performance.

SOURCES: Dementia Action Alliance, 2018; Serna Restrepo et al., 2018.

A framed message should be compelling, persuasive and dynamic.

Compelling

 Framing emphasizes a compelling need for change. Effective framing:

  • matters.  The issue is important.
  • is credible. The frame is backed by facts and/or supported by influential people.
  • makes sense. It makes sense to people because it aligns with their beliefs and experience.
  • connects with hearts and minds. In addition to being credible to engage minds, it evokes emotion to connect with hearts.
  • counters the opposition. Frames anticipate and address opposing points of view.

Persuasive

Framing expresses a persuasive narrative. Effective framing:

  • is clear. The issues, key ideas, and vision for change are expressed in meaningful ways.
  • has broad goals. The goals of the social movement are broad enough to attract diverse groups.
  • is positive. The vision for change and what can be achieved is positive and optimistic.
  • matches values. The language used to describe the goals and vision aligns with people’s values, interests and aspirations.
  • includes a clear action. People know what action to take and why it is necessary; they believe that they can do something about it. 

Dynamic

Framing is dynamic as it is: 

  • shaped in collaboration with others. Change agents, change teams and other people develop the frames together through brainstorming, discussion or other methods. 
  • reshaped. Messages are reshaped over time as the social movement evolves and priorities shift.
  • kept fresh and relevant. Reshaping ensures that messaging continues to resonate and remains relevant and refreshed.

SOURCES: Alliance, 2018; Bate et al., 2004a; Bevan et al., 2011; Bibby et al., 2009; del Castillo et al., 2016; Herechuk et al., 2010; Tremblay et al., 2018.

Why is this element important?

Framing is compelling, persuasive and dynamic. It is used to gain support, draw people to the cause and mobilize them to act (Alliance, 2009).

Framing, when supported by evidence, positions the shared concern or strongly desired change as credible, with an urgent need for change and action (Bibby et al., 2009).

The six elements of effective framing

1. Context – The “what” and the “why"

Determine and define the shared concern or strongly desired change, underlying causes and efforts needed to address the issue. This work is integral to creating the frame – it helps introduce the shared concern or desired change and will influence how people respond.

2. Numbers and data

Use data to support the messaging – but use it sparingly. Keep the audience for your information in mind when you select the data you want to present – it must be meaningful to them. And, before laying out the numbers, present what they mean first. 

Your goals in using data should be to point out:

  • the scope of the problem
  • risks associated with maintaining the status quo
  • benefits of taking action
     

3. The messenger

Choose the person or people who will convey the message. Who you choose is as important as the message itself. The messenger or messengers should be knowledgeable, trustworthy and credible to their peers.

4. Visuals

Select images that are compelling and effective To convey your messages. They need to be a good “fit” and to illustrate the message in a broad context within a larger issue such as patient safety, quality improvement or person-centred care.

5. Metaphors and simple theories

Using metaphors, analogies or simple theories familiar to your audience can help support or extend understanding of the message. This can be especially valuable if the message includes new concepts, or existing concepts that are  complex or abstract.

6. Tone

Be thoughtful about your tone. The message should be non-partisan. Avoid political or religious overtones unless those are related to your message. Otherwise, the message can be off-putting or perceived as “pushy", which can cause people to stop paying attention. 

Use a tone that is welcoming and inclusive – not divisive – to achieve the goal of a collaborative, coordinated response.
 

SOURCE: Adapted from Frameworks Institute. Framing Public Issues. 2005. Retrieved from frameworksinstitute.org/publication/framing-public-issues

Accelerate Your Success: The Knowledge-to-Action Framework’s "Evaluate outcomes" action cycle phase focuses on the use of data to determine the outcomes and impact of implementation. The data includes measures of clinical and service outcomes at the micro (patient/person and provider), meso (organization-wise) and macro (systemic) levels. For change agents, being knowledgeable about the data available and how it has been analyzed can be helpful to support framing messages.

Examples of effective framing

Example #1 - Using doodles to frame an issue

doodle

 This is one of five doodles used to frame the issue of poverty. The notion of people being "locked in" by circumstances outside their control is a powerful metaphor. This doodle shows some of the main factors that combine to restrict and restrain people, locking them into poverty. (Joseph Rowntree Foundation)

Example #2 - Engaging Champions' narratives

Example #3 - Using images and messages for campaigns

CPSI framing

 The Canadian Patient Safety Institute’s #ConquerSilence campaign uses images and powerful messaging to frame patient safety issues. The campaign includes webinars, podcasts, social media content and a communications toolkit. 

Example #4 - Sharing compelling stories to frame values

mother's wish

This Best Practice Spotlight Organization (BPSO) uses a compelling story to frame its organizational values. See the Lillian’s Story video: Mother's Final Wish.  

Tell us how you and your change team have used framing at #LeadingChangeToolkit

Considerations for getting started

Applying the six key elements 

Here are some goals and questions to consider when developing your frame using the key framing elements.

Context: The "what" and the "why"

The "what" and the "why" of the frame is the message or narrative that describes: the shared concern or strongly desired change; its importance; and the solutions needed to address and resolve it.

Goals

  1. To describe the shared concern or desired change and how it relates to other issues or principles by using a narrative; and
  2. To expand on how the concern is seen and how to resolve it by framing it as broadly as possible.

Questions to consider

  1. What is the shared concern or desired change? 
  2. What is the root cause of the shared concern or desired change? How does it relate to current issues, trends and values?
  3. What is the impact of the shared concern or desired change? (Tip: think broadly)
  4. What is at stake if no action or change occurs?
  5. What steps has staff taken before to address the shared concern or desired change? What was effective and why?
  6. What opportunities exist today to address the shared concern or desired change?
  7. What is the solution to the shared concern or desired change? What steps are needed? Who is responsible? 

Numbers and data

Data can be used to describe your narrative, highlight the importance and urgency of the shared concern or the desired change and showcase improvements that can result from addressing the situation. 

Goal

To use numbers to support an understanding of the context, the potential gains or positive outcomes of addressing the problem, and the potential losses for ignoring it.

Questions to consider

  1. Which data or other resources support the shared concern or desired change?
  2. What data support the context or narrative of the shared concern or desired change?
  3. How should the data be interpreted and understood?
  4. How can we use the data to support our narrative?

The messenger

The messenger - the person who conveys the message or narrative - is as important as the message.

Goal

To gain acceptance by others for the shared concern or desired change

Questions for Consideration

  1. Who is seen as most knowledgeable, trustworthy and credible among peers? 
  2. Who has the skills to effectively communicate the message?
  3. Who has directly experienced the shared concern?
  4. Who has no perceived or actual conflicts of interest or biases that can distract from the message? (Tip: advocates can be spokespeople, but only if they are perceived to have an authentic vested interest in the shared cause)

Visuals

Images or other visuals can trigger the same mental model or narrative as words if chosen carefully.

Goal

To convey the message and trigger emotional responses through images and other graphics. 

Questions to consider

  1. What images can we use to reinforce the message? (Tip: avoid stock images as they may promote stereotyping or distractions from the key concepts).
  2. Are there images available that convey the shared concern, the optimism for the power of change, and the solution?  (Tip: consider an appropriate sequence of images that will help tell the story and emphasize cause and effect).
  3. Have you considered the layout of the information and images? (Tip: images in the center of a page emphasize importance).
  4. Are there images available of leaders, icons, or cultural symbols? (Tip: use images of these individuals attending an event for the change to signify its importance).
  5. Are there images that convey the complexity or scope of the shared problem? (Tip: using images of one person only may not reflect the full scope of the problem. It may suggest the problem is limited or isolated to only a few people.)

Metaphors and simple theories

Using analogies or familiar simple theories can support better understanding of your messages, especially if the shared concern or desired change is complex or abstract.

Goal

To promote understanding, especially when the concepts of the shared concern or desired change are new, complex or abstract. 

Questions to consider

  1. Is there a metaphor, analogy, or simple theory that will support understanding and reasoning? (Tip: choose a metaphor carefully in terms of the audience and the broader context, such as patient safety. Make sure what you choose aligns with the message of the frame; be mindful of its meaning or interpretation.)  

Tone

The tone you use is very important – it can capture the style, manner, philosophy and mood of the frame.

Goal 

To apply a tone to persuade or put forth one position, but not to politicize the issue. 

Questions for Consideration

  1. Does the message have a non-partisan, impartial tone: does it explain the shared concern  or strongly desired change,  highlight root causes and offer possible solutions in a neutral manner)? (Tip: avoid politicizing shared concerns in order, as people listen and respond differently when perspectives are divisive.)       
  2. Does the message inadvertently suggest or communicate a political undertone? (Tip: promote a "can-do" attitude, while highlighting the values of inclusivity and greater good for all.)

SOURCE: Adapted from Frameworks Institute. Framing Public Issues. 2005. Retrieved from Framing Public Issues | FrameWorks Institute

Use storytelling and narratives to build meaning for a frame 

Brainstorming and "dot voting" are two approaches you can use to help clarify and prioritize goals.

In dot voting, each person is given dots (for example, stickers or markers) to vote for or rank preferred choices. "Dotmocracy" allows for equal participation in priority decision-making. For more details, see the Ontario government's webpage on dot voting. 

Implementation tools

Navigating common problems

Here are some common problems you and your change team may experience when using framing, and some suggested strategies to address them.

Mismatched frame

The frame doesn’t align with the target audience’s values and beliefs

Strategies to resolve the problem
  • Identify the target audience or audiences clearly, then develop alternative messaging developed to make sure your messaging aligns with the prioritized values and needs of each audience.
  • Trial or pilot the frame and get feedback on whether it resonates with hearts and minds. If it doesn't, rethink the message and/or the messenger.  
     
Scope

The scope of the frame is too broad or too narrow

Strategies to resolve the problem
  • Align the frame with the shared concern or the desired change, using tips and techniques from the “six elements” discussed above. 
  • Use more than one frame in cases of complex shared concerns, where needed.
Exhaustion

The frame is used multiple times, so people don’t notice it, or they get tired of it

Strategies to resolve the problem
  • Be creative with framing to spark attention and interest.
  • Consider the other elements of framing to support the narrative including tone, images and data.
Relevance

The frame is out of touch or contradicted by current events, or it may not align with the current stage of the social movement

Strategies to resolve the problem
  • Pilot or trial the frame to make sure it has meaning for the target audience.
  • Make sure you incorporate current examples.
  • Be willing to reframe or reposition the messaging of the social movement as it evolves and develops to make sure it stays current and relevant.  

SOURCES: Bevan et al., 2011; Bibby et al., 2009; Dementia Action Alliance, 2009. 

Check your progress

Use the checklist below to evaluate your change team's progress with framing or reframing an issue.

  • Context - The "what" and the "why"
  • Is the frame written in plain language?
  • Does it identify what the need for change is about? 
  • Does it indicate the values that align with the change (for example, responsibility, or respect?)
  • Are the underlying values reinforced by accompanying words, images and/or metaphors?
  • Does the frame indicate that solutions exist? Do solutions outlined address the shared concern or desired change?
  • Does it inspire optimism and a belief in agency – that is, the power and courage of people to effect change?
  • Does it clearly describe the shared concern or desired change, its causes, and who is responsible for addressing the concern?
  • Does it highlight the urgency to take action? Does it make clear the risks if no action is taken?
  • Does the frame explain the history and context of the shared concern?
  • Is it oriented to the audience and their priorities?
  • Does it clearly indicate how people can get involved or where they can get more information? 
  • Tone
  • Is the message shared in an impartial, non-partisan way? 
  • Does it avoid inflammatory attacks?
  • Visuals
  • Do the visuals support the message?
  • Are the visuals organized in a way to support and further understanding? 
  • Numbers
  • Are numbers used sparingly - only to support the narrative of the message?
  • Are they explained first before presenting them so that you can explain their meaning? 
  • The messenger
  • Are the messengers you have used credible and trustworthy?
  • Reframing
  • When reframing, are all of the elements of a frame used – that is, the context, numbers, messenger, visuals, metaphors and tone?

SOURCE: Adapted from Frameworks Institute. Framing Public Issues. 2005. Retrieved from Framing Public Issues | FrameWorks Institute

Linking this element to other components in the toolkit

linking banner

Linking this key characteristic to the other elements of the Social Movement Action Framework:

Each of the elements of the Social Movement Action (SMA) Framework is dynamic and interrelated. For example, strategic framing – or reframing –situate a shared concern or desired change, an urgent need for action, underlying causes and solutions. You can use framing to engage people’s hearts and minds and build intrinsic motivation, increase public visibility and shape individual and collective action.

Linking this key characteristic to the action cycle phases of the Knowledge-to-Action Framework:

You and your change team’s capacity in social movement actions may be enhanced or accelerated by adding in some of the action cycle phases of the Knowledge-to-Action (KTA) Framework, as the two frameworks are complementary. In addition to the linking example described earlier in this section, there can be many other points of connection between the two frameworks. Here are two examples for you to consider:   

  • Identify the problem: Clearly identifying the problem using the KTA Framework can help you and your change team augment the narrative or message regarding the shared concern or desired change you are trying to tell. Identifying the problem, shared concern or desired change helps anchor your narrative. You can then connect this problem and its solution to the shared values and interests of your stakeholders, and make clear why change must happen.
  • Adapt knowledge to local context: Assessing the local context, individuals and/or groups and resources can inform a narrative that can strategically communicate and position the shared concern or desired change and the compelling need for change. You and your change team can use the results of your assessment to tailor the message that would resonate with the local context. For example, you might choose to frame the same message, but adapt the communication style and the narratives you use to different settings and individuals if needed.
  • Assess barriers and facilitators to knowledge use: In your message or narrative, you and your change team may also want to keep in mind some of the opportunities (or facilitators) and limitations (or barriers) that will ultimately determine the fate of your social movement. By being alive to these factors, you can leverage these opportunities to circumvent or minimize barriers. Remember, framing is a dynamic process that requires you to:
    • position your issue
    • build credibility and commitment to the movement’s purpose
    • draw attention to concepts
    • promote shared consciousness and support among your stakeholders.

For more discussion about the dynamic links between the elements of the SMA Framework to one another and to the KTA Framework, see the section "Two complementary frameworks".

More resources

Scaling deep to improve people’s health: From evidence-based practice to evidence-based policy (Grinspun et al., 2018 In: Grinspun D, Bajnok I, editors. Transforming Nursing through Knowledge: Best Practices for Guideline Development, Implementation Science, and Evaluation. Indianapolis: Sigma Theta Tau; 2018a).

This report describes a comprehensive framework that includes the component of framing to advance evidence-uptake into healthy public policy changes through the integration of social movement action to achieve systemic change. 

More Social Movement Action (SMA) Framework elements

The 16 elements of the Social Movement Action Framework are dynamic and inter-related. To learn more about two other elements, click the links below.