How a general counsel and his or her direct reports position and scope a problem – how they frame it – goes far to determine how effectively they cope. If you don’t wisely frame a problem, the rest of your decision making will be handicapped (See my post of Dec. 19, 2005 on commitment to “strategic frames.”).
An appropriate frame for a decision takes a broad view, weights considerations fairly, considers the relevant factors (See my post of May 10, 2006 on influence diagrams.), and doesn’t privilege any particular solution. The most effective frame might not be “litigation,” or “negotiation,” or “public relations,” for example, but a mix of all those perspectives and more (See my post of Sept. 10, 2005 on mental models.).