Consider preparing a slide presentation, as more-sophisticated inv.docx

Consider preparing a slide presentation, as more-sophisticated
investors will want to see one before even looking at the written
plan. You may also want to put your plan online on a password-
protected site.
12 CRITICAL SLIDES
Title slide: your company’s name, a short company description,
name of presenter(s) if presenting in person.
Your elevator pitch: a succinct description of your products or
services, market, and competitive advantages. Use vibrant
language, and if possible, embed audio or video to demonstrate
your product or service.
Size of opportunity: this is what investors — VCs even more so
than angels — want to know. To what size can your company
potentially grow and what are your plans for future
development?
Your specific target customers: who they are and the customer
needs that your product or service will meet.
The market size: numbers and dollars, past growth, growth
forecasts.
The competition: division of market share, how your product
compares to theirs, your value proposition in comparison to the
competition’s, and barriers to entry.

Your team: who they are, their past successes and experience,
and why they are qualified to do the job.
The business model: how you will distribute your product,
pricing strategies, how you will reach your customers.
Milestones: a time line that outlines when you expect to reach
key achievements.
Financials: a brief summary of key points from your income
statement, balance sheet, and/or cash flow projections.
Funding: how much you are asking for in this round, how many
future rounds are expected, how much you will request during
those rounds, and how the funds will be used.
The investment opportunity: potential exit strategies and
financial return for investors.
Company Name
Message/Brief description/ logo/ info of the presenter
Important: do not use full sentences on the slides unless
required (mission statement, slogan, etc.) and make your
presentation engaging and attractive (use relevant images, color,
font, etc.). Use an appropriate background (not too light, not too
dark or busy).

Use sample on page 343 to guide you. Do not alter the order of
What We Do
Your elevator pitch
Brief description of the product and services, market
Competitive advantages
Pics, audio, video
The Opportunity
Clarify the opportunity for the investors
To what size can the company potentially grow and what are
your plans for future development?
Why would an investor invest in your company?
Target Market
Describe your target market – use pictures if relevant
What needs of these customers will your product meet.
Market Size
Outline the size of the business/ industry
Past growth
Growth forecast
Use graphs, figures to illustrate
Competition
Main competitors (division of market share)

How your product compares to theirs
Your value proposition (why should the customer buy your
product) compared to the competition
Barriers to entry
The Team
Founders
Management
Advisory Committee
Who they are, their past success and experience, why they are
qualified for the job (think of why their experience or skills are
relevant to the business)
Business Model
How will you make money with this product
How will you distribute the product
Pricing strategies
How you will reach your customers
Milestones
A timeline outlining when you expect to reach key
achievements (launch, open locations, revenue targets, sales)
Financials
Key points from your income statement (revenue and expenses),
balance sheet (assets, liabilities) and cash flow projections
Funding
How much are you asking
How the funds will be used

Are you projecting additional rounds of fundraising
The Upside
Potential financial return for the investors
Summarize the key information for the investors
Why should they invest in your business
This should be the most compelling slide / the information you
want your investors to remember (impress them)
References
You must provide at least 3 references for the material you
used for this assignment.
"A riot is at bottom the
language of the unheard."
-- Martin Luther King, Jr.,
American civil rights
leader, 1967
"[Rioters] are lawbreakers,
destroyers of
constitutional rights and
liberties and ultimately
destroyers of a free
America." -- Lyndon B.
Johnson, American
president, 1965
Published on Beyond Intractability
(http://www.beyondintractability.org)

Home > Frames, Framing and Reframing
Frames, Framing and Reframing
Frames are the way we see things and define what we see.
Similar to the way a new frame
can entirely change the way we view a photograph, reframing
can change the way disputing
parties understand and pursue their conflict.
By
Sanda Kaufman
Michael Elliott
Deborah Shmueli
June 2013
Original Publication September 2003, updated June 2013 by
Heidi Burgess
What Frames Are
Frames are cognitive shortcuts that people use to help make
sense of complex information. Frames help us to interpret the
world around us and represent that world to others. They help
us organize complex phenomena into coherent, understandable
categories. When we label a phenomenon, we give meaning to
some aspects of what is observed, while discounting other
aspects because they appear irrelevant or counter-intuitive.
Thus, frames provide meaning through selective simplification,
by filtering people's perceptions and providing them with a field
of vision for a problem.
Frames can significantly affect the intractability of a conflict by
creating mutually incompatible interpretations of events.
Because frames are built upon underlying structures of beliefs,

values, and experiences, disputants often construct frames that
differ in significant ways. A simple example is attitudes
towards abortion in the US. "Pro-life"
advocates believe abortion is murder of an innocent, unborn
child which has as much right
to live as anyone else--thus they see the fetus as a person, and
abortion as a willful act that
murders a person. "Pro-choice" advocates, however, do not see
the fetus as a "person" with
human rights--not until it becomes "viable" outside the womb,
at any rate. Before then, they
focus on the rights of the mother, asserting that she should have
ultimate control and
"choice" about her medical decisions and what happens to her
body.
Fames often exist prior to conscious processing of information
for decision-making[1] and
affect subsequent individual decisions.[2] Thus, disputants are
separated not only by
differences in interests, beliefs, and values, but also in how they
perceive and understand
the world, both at a conscious and pre-conscious level.[3]
http://www.beyondintractability.org/print/2467
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Additional insights into
Framing involves both the construction of interpretive frames
and their representation to
others. Disputants may use framing not only as an aid to

interpreting events, but also to
promote strategic advantage.[4] Framing can be useful for
rationalizing self-interest,
convincing a broader audience, building coalitions, or lending
preferentiality to specific
outcomes. As such, many factors affect how people frame a
conflict, which, in turn,
influences the direction the conflict takes.[5]
This essay explores the nature of frames and the framing
process. It seeks to
clarify the basic concepts,
present an overview of what is known about frames and framing
and their impact on
conflict dynamics,
explore the forms of framing that are most significant to
intractable conflicts,
examine the potential for reframing and frame changes as part
of a process of
reconciliation or conflict resolution, and
direct the reader to other web- and print-based resources that
can provide more detail.
Definitions
Differing conceptual frames held by the parties involved in a
dispute form the basis on which
they act. Each party to a conflict has its own perception and
understanding of their agenda,
the relevance of various issues, their priorities, and the
opportunities and risks involved with
different choices. This assemblage of factors can be considered
as a set of lenses, or filters,
through which the various parties view the conflict, and is
called the frame or conceptual

frame.
In the English language, the word "frame" can be used both as a
verb (to frame) or as a
noun (a frame). As a noun, frame denotes the boundary within
which the whole picture is
displayed (similar to a frame placed around a picture or
painting), and is used as a tool for
interpreting and understanding the perceptions and underlying
objectives of the various
actors in the conflict. As a verb, framing refers to the creation
of frames, either from a simple
reading of the situation or through a deliberative, analytic, or
strategic process.
The concept of frames has been developed as a tool for analysis
in various fields, including
psychology and sociology,[6] business management,[7]
artificial intelligence,[8] decision-
making,[9] negotiation,[10] and environmental conflict
management.[11] Relevant to
understanding intractable conflict are definitions given by such
scholars as Minsky,[12]
Tannen,[13] and Gray,[14] for whom frames are "cognitive
structures held in memory and
used to guide interpretation of new experience." Furthermore,
"parties rely on these mental
structures to interpret or make sense of ongoing events."[15]
Frames are also defined as
"collections of perceptions and thoughts that people use to
define a situation, organize
information, and determine what is important and what is
not."[16] We create frames to
name a situation in which we find ourselves, to identify and
interpret specific aspects that
seem key to us in understanding the situation, and to

communicate that interpretation to
others.[17]
Why are Frames Important?
An essential element in conflict resolution is an understanding
of how frames affect conflict development. In the context of a
conflict, we create frames to help us understand why the
conflict
exists, what actions are important to the conflict, why the
parties
act as they do, and how we should act in response.[18] During
the evolution of a conflict, frames act as sieves through which
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frames, framing, and
reframing are offered by
several Beyond
Intractability project
participants.
information is gathered and analyzed, positions are determined
(including priorities, means, and solutions), and action plans
developed. Depending on the context, frames may be used to
conceptualize and interpret, or to manipulate and convince.
Putnam and Holmer[19] hold that framing and reframing are
vital to the negotiation process and are tied to information

processing, message patterns,
linguistic cues, and socially constructed meanings. Knowing
what types of frames are in use
and how they are constructed allows one to draw conclusions
about how they affect the
development of a conflict, and can be used to influence it. Thus,
analyzing the frames
people use in a given conflict provides fresh insight and better
understanding of the conflict
dynamics and development. With such insight, and with the help
of reframing, stakeholders
may find new ways to reach agreements.
The Sources and Forms of Frames
Many factors influence frames and their formation. Intractable
disputes are usually
associated with a complex and reinforcing set of frames about
oneself, the "others," risks,
what information should apply to the situation, and how
decisions should be made. The
frames of most importance to intractability usually include
identity, characterization, power,
conflict management/process, risk/information, and loss versus
gain. Their forms and most
common sources are as follows:
Identity frames: Disputants view themselves as having
particular identities in the
context of specific conflict situations.[20] These identities
spring from the individuals'
self-conception and group affiliations. One might frame oneself
as a Hutu or a Tutsi, a
Muslim or a Christian, a man or a woman, or a Republican or
Democrat. The more
central the challenge to one's sense of self, the more

oppositional one is likely to act.
Typical responses to threats to identity include ignoring
information and perspectives
that threaten the core identity, reinforcing affiliations with like-
minded individuals and
groups, and negatively characterizing outsiders.
Characterization frames: Disputants view others in the conflict
as having particular
characteristics. Closely related to stereotyping, characterization
frames may be either
positive or negative. Parties to intractable conflicts often
construct characterization
frames for others that significantly differ from how the other
parties view themselves.
Such characterizations often undermine the others' legitimacy,
cast doubt on their
motivations, or exploit their sensitivity. For example, many
Americans characterize Al
Queda as "terrorists," yet they most certainly do not see
themselves that way. Rather,
they see themselves as freedom-fighters, or jihadi warriors
fighting for the protection of
Islam. Characterization frames are also often linked to identity
frames, serving to
strengthen one's own identity while justifying your actions
toward the other (e.g., for
me to be a liberator, my opponent must be an oppressor).
Power frames: Because intractable conflicts are often imbedded
in struggles to alter
existing institutions or decision-making procedures, disputants'
conceptions of power
and social control play a significant role in conflict dynamics.
Power frames help the
disputant determine not only which forms of power are
legitimate (e.g., governmental,
legal, civil disobedience) but also the forms of power that are

likely to advance one's
own position (e.g., authority, resources, expertise, coalition-
building, threat, voice). For
instance, some people may see money as the best way to "buy
influence," while other
people might rely more on technical expertise or personal
charisma to sway people's
views..
Conflict management or process frames: Conflict over how best
to manage or
resolve differences is central to many intractable disputes.
Depending on disputants'
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identity, characterization of other disputants, perceived power,
and perception of the
available options, conflict frames may impel parties to seek
very different remedies in
response to common problems. These remedies may range from
actions as disparate
as violence, civil disobedience, litigation, and negotiation.
Because of the wide
complexity of possible actions and the uncertainty of their
consequences, groups with
shared interests and values may draw significantly different
conclusions as to the best
course of action within a particular dispute..One side, for
instance, may be willing to sit
down with a mediator and negotiate, while the other, thinking
that it has the upper

hand, may refuse negotiation, preferring litigation or violent
action.
Risk and information frames: Intractable disputes often involve
expectations about
future events, in which the events are risky and the likelihood
of the events occurring is
uncertain.[21] In such conditions, disputants often construct
risk and information
frames that yield highly variable assessments about the level
and extent of a particular
risk. Additionally, these frames indicate to the disputant which
sources of information
are reliable and which are not. Risk and information frames
depend not just on the
disputant's interests, but also on the disputant's training,
expertise, level of exposure to
the risk, familiarity with the risk, potential for catastrophic
impacts associated with the
risk, and degree to which the risk is dreaded. People who are
used to working and
traveling in war-torn areas, for example, have a far different
assessment of the risks of
such activities than people who don't do that (who thus are more
likely to see the risk
of doing so to be unacceptably high). Likewise, engineers who
understand the
technical aspects of hydraulic fracturing (fracking) are likely to
access the risks of that
process differently than "ordinary" people who live near the
wells who have read
popular media stories about the dangers of fracking--but also
differently from the
people working on the wells who simply want a job, and are
much less worried about
the impacts of their work than on the money it puts in their
pockets.

Loss versus gain frames: In intractable disputes, it is common
for most parties to the
conflict to focus on threats of potential loss rather than on
opportunities for gains.
People tend to react differently to a proposed action when its
expected consequences
are framed in terms of losses as opposed to gains, where
preventing a perceived loss
is often more salient and more highly valued than capturing a
commensurate gain.[22]
Going back to the fracking example mentioned above,
psychology tells us that most
people are more likely to focus on the dangers of fracking (the
potential loss of safe
drinking water, clean habitat, and quiet) to be more significant
than the gains that can
be obtained from fracking--reduced reliance on foreign oil, and
improved economy,
and more jobs.
Many other types of frames can be constructed, but these six
categories stand out as
particularly applicable to intractable disputes.
Reframing
Within processes of reconciliation, negotiation, or joint problem
solving, the explicit
management of frames, and the framing process may lead to
important shifts in both the
frames themselves and in their impact on the conflict dynamics.
This purposive
management of frames is called reframing. Use of frame
analysis and reframing processes
have the following goals:

to clarify or "refresh" the perception of the issues in dispute (in
order to promote more
productive information exchange and listening to ideas not
previously considered, and
to expand the framework of discussion and explore means of
action or solutions not
yet attempted);
to sharpen the parties' understanding of their interests and how
the modes of action
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they have chosen serve those interests (in order to examine
potential processes for
managing conflict more productively and to reconsider patterns
of relationships among
stakeholders);
to identify those subjects which the involved parties view
differently, even when the
basis for the divergent frames are more fully understood (in
order to identify
opportunities for trade-offs based on clearly understood
differences); and
to identify differences which cannot be bridged (in order to
more fully appreciate
conflict dynamics and to evaluate the potential for conflict
reduction processes that do
not violate these intractable differences, to determine the degree
of importance
attributed to these intractable differences in frames, and to seek
ways to address

them).
Thus, reframing, stemming from stakeholders' understanding of
their own as well as others'
expressed frames, may pave ways for resolving, or at least
better managing, a dispute.
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Figure 1: Frames and their role in conflict development
Figure 1 illustrates the roles frames and framing play in the
dynamics of conflict
development. It demonstrates how a frame change (or
reframing) may cause a shift in
conflict development, towards conflict management and/or
resolution. Types of frame
categories are numerous and coined differently by researchers
in various fields. The
categories cited in this diagram are: substance (reframing that
affects how one views the
world today or potential future states of the world), process
(reframing that affects how one
interacts with others in the dispute), values (reframing that
allows parties to clarify the
relationship between values and interests for both themselves
and for other parties), and
phrasing (the language used by disputants to communicate with
one other).
Frame Analysis and Reframing as Conflict Management Tools

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Frame analysis can be used by both third party interveners and
by individual stakeholders
and conveners to better understand conflict dynamics. Frame
analysis has been used both
retrospectively (to understand past conflicts) and prospectively
(as a tool for better
managing an existing conflict). Retrospectively, it seeks to
better understand conflict
dynamics in order to glean lessons for the future. Prospectively,
it advances consensus
building in both the conflict assessments and intervention
stages.
Analytic techniques for frame analysis include interviewing the
various stakeholders to
ascertain their perceptions and interpretations, feeding back to
the parties the resulting
analysis, and then exploring with the parties the meaning and
impact of these frames on the
conflict dynamics. Particularly within the framework of conflict
assessments, [23] frame
analysis and the resulting understanding of frames can help the
stakeholders to better grasp
the conflict, including the factors and contexts that can lead to
changes within a frame or
changes to the frames themselves. In this sense, framing
becomes a formative analytic
technique.

In intractable conflicts, frames are often quite stable over time,
even when specific
individuals move in and out of the conflict. This stability comes
both because various frames
held by an individual tend to be self reinforcing, and because
frames are often shared within
a community and therefore are socially reinforced through
story-telling and shared
perspectives. Yet research into intractable conflicts suggests
that in at least some conflicts,
frames can be altered over time through intentional
interventions, and that the shift in frames
helps to render disputes more tractable.[24]
At the same time, research shows that reframing is often not
easy for parties. It requires
taking on new perspectives, and often requires some degree of
risk-taking on the part of the
parties. As such, reframing works best when changes in the
context of the dispute can be
made, such that incentives to consider new perspectives
increase, or in the context of
careful and constructive dialogue, with a strong focus on
improving communication and
building trust.
A number of strategies and techniques exist in the use of
dialogue to reframe intractable
conflicts. These include:[25]
Reducing tension and promoting the de-escalation of hostility:
by using techniques
such as listening projects, study circles, and some forms of
mediation which seek to
reduce tension by creating forums that promote more effective

communication around
a set of limited objectives. The forums focus explicitly on
improving communication
and reducing escalatory cycles that are often associated with
mutually-incompatible
frames.
Perspective taking: techniques such as acknowledging critical
identities, imaging of
identities and characterizations, narrative forums, and listening
circles allow disputants
to understand the conflict and its dynamics from the perspective
of other disputants.
These approaches are particularly geared toward better
understanding of identity and
characterization frames, in order to see oneself more objectively
and the other party in
a more positive light. They seek to enable disputants to see the
potential validity and
credibility of other perspectives, and to examine the interplay
between one's own
frames and those of other disputants.
Establishing a common ground as a basis for agreement: by
using techniques such as
visioning exercises and common-ground search processes which
enable reframing
around a smaller set of issues. Common ground processes are
used in highly divisive
issues (such as abortion and ethnic disputes) and seek to explore
areas of agreement
and possible joint action between parties who normally focus on
their differences, in
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order to open up communication between the parties. Search
processes seek to
identify desired futures in order to shift the focus from a short-
term perspective to a
long-term one.
Enhancing the desirability of options and alternatives: Several
approaches exist that
may enhance the desirability of alternative options when
presented to parties with
divergent frames. For a disputant to examine options from the
perspective of other
parties, he or she must understand the other parties' frames, and
be able to view
options from other perspectives. Third-party interveners are
often helpful in this regard.
In addition, seeking to reframe perceptions of losses as gains
can enhance the
openness and creativity of parties to a dispute.
Conclusion
Frames play a significant role in perpetuating intractable
conflict. As lenses through which
disputants interpret conflicts, frames limit the clarity of
communication and the quality of
information, as well as instigate escalatory processes. These
frames, imbedded in personal,
social, and institutional roles, are often quite stable over time,
even through the ebb and flow
of many dispute episodes. As such, they contribute to the
intractability of the conflict. In
addition, frames interact, often in ways that tend to reinforce
the stability of other frames.

Yet, in at least some intractable conflicts, changes in the
context of the dispute or purposive
interventions designed to alter frames have led to reframing
that, in turn, has increased the
tractability of the conflict. Strategies to accomplish this
reframing include frame analysis and
the construction of forums designed to enhance communication,
understanding, and trust.
[1] Gray, B. and A. Donnellon, 1989. "An Interactive Theory of
Reframing in Negotiation,"
unpublished manuscript. Pennsylvania State University, College
of Business Administration.
[2] Sheppard, B.H., K. Blumenfeld-Jones and J.W. Minton,
1987. "To control or not to
control: Two models of conflict intervention," unpublished
manuscript sited in Pinkley, 1990).
[3] Elliott, M., Gray, B., & Lewicki, R., 2003. Lessons learned
about the framing of intractable
environmental conflicts. In R. Lewicki, B. Gray, & M. Elliott
(Eds.), Making sense of
intractable environmental conflicts: Concepts and cases (pp.
409-436), Washington, D.C.:
Island Press.
[4] Kaufman, S. and J. Smith, 1999. "Framing and Reframing in
Land Use Change
Conflicts," Journal of Architectural and Planning Research,
Vol.16, no.2, Summer, pp.
164-180.
[5] Elliott, M., Kaufman, S., Gardner, R., and Burgess, G.,
2002. "Teaching conflict
Assessment and frame analysis through interactive web-based

simulations " The
International Journal of Conflict Management, 13:4, pp. 320-
340.
[6] e.g. Taylor , D.E., 2000. "The Rise of the Environmental
Justice Paradigm. Injustice
Framing and the Social Construction of Environmental
Discourses," American Behavioral
Scientist. 43 (4), pp. 508-580; and Gonos, G., 1997. "Situation"
versus "frame": The
"interactionist" and the "structualist" analyses of everyday life,"
American Sociological
Review, 42, pp. 854-867.
[7] Watzlawick, P., J. Weakland, and R. Fisch, 1974. Change,
Principles of Problem
Formation and Problem Resolution, Norton & Company, Inc.;
and Goldratt, E.M., 1990.
What is this thing called Theory of Constraints and how should
it be implemented?, Corton-
on-Hudson, NY: North River Press, Inc.
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[8] e.g., Minsky, M., 1975. "A Framework for Representing
Knowledge," in Winston, P.H.(
Ed.), The Psychology of Computer Vision, New York, NY:
McGraw Hill, pp. 177-211.
[9] e.g., Kahneman, D. and A. Tversky, 1979. "Prospect Theory:
An Analysis of Decision

Under Risk, Econometrica 47, pp. 263-289.
[10] e.g., Neale, M.A. and M.H. Bazerman, 1985. "The Effects
of Framing and Negotiator
Overconfidence on Bargaining Behaviors and Outcomes,"
Academy of Management Journal
28, pp. 34-49; Gray, B., 1989. Collaborating: Finding Common
Ground for Multiparty
Problems, San Francisco, CA: Jossey-Bass Inc. Publication; and
Pinkley, R.L., 1990.
"Dimensions of Conflict Frame: Disputant Interpretations of
Conflict," Journal of Applied
Psychology 75, pp. 117-126.
[11] Lewicki, R., Gray, B., & Elliott, M., 2003. Making sense of
intractable environmental
conflicts: Concepts and cases, Washington, D.C.: Island Press;
Kaufman and Smith, 1999,
op cit.; and Vaughan, E. and M. Seifert, 1992. "Variability in
the Framing of Risk Issues,"
Journal of Social Issues 48 (4), pp. 119-135.
[12] Minsky, 1975, op cit.
[13] Tannen, D., 1979. "What's in a Frame? Surface Evidence of
Underlying Expectations,"
In Freedle, R. (ed.), New Dimensions in Discourse Processes,
Norwood, NJ: Albex, pp.
137-181.
[14] Gray, B., 1997. "Framing and Reframing of Intractable
Environmental Disputes," in
Lewicki, R., R. Bies, and B. Sheppard (Eds.), Research on
Negotiation in Organizations, 6,
p. 171.

[15] Gray 1997, ibid.
[16] Lewicki, R, Saunders, D, and Minton, J., 1999.
Negotiation. Burr Ridge, IL: McGraw-Hill
Higher Education.
[17] Buechler, S., 2000. Social movements in advanced
Capitalism. New York: Oxford
University Press.
[18] Gray, B., 2003. Framing of environmental disputes. In R.
Lewicki, B. Gray, & M. Elliott
(Eds.), Making sense of intractable environmental conflicts:
Concepts and cases (pp. 11-34),
Washington, D.C.: Island Press.
[19] Putnam, L. and M. Holmer, 1992. "Framing, Reframing,
and Issue Development", in
Putnam L. and Roloff, M.E. (Eds.), Communication and
Negotiation, Newbury Park, CA:
Sage, Vol. 20. pp.128-155.
[20] Rothman, J., 1997. Resolving Identity-Based Conflict in
Nations, Organizations, and
Communities, San Francisco, CA: Jossey-Bass Publishers.
[21] Heimer, C.A., 1988. "Social Structures, Psychology and the
Estimation of Risk," Annual
Review of Sociology 14, pp. 491-519.
[22] Kahneman & Tverski, 1979, op cit.; Tversky, A. and D.
Kahneman, 1981. "The Framing
of Decisions and the Psychology of Choice," Science 211, pp.
453-458; Schweitzer , M.E.
and L.A. DeChurch, 2001. "Linking Frames in Negotiations:
Gains, Losses and Conflict

Frame Adoption." International Journal of Conflict
Management, Vol. 12 No. 2, pp. 100-113.
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[23] Shmueli, D. and M. Ben Gal, 2000. "Reframing of
Protracted Environmental Disputes",
interim report to the Israeli Ministry of Environment, March
(Hebrew); Shmueli, D. and M.
Ben Gal, 2001. "Conflict Assessment to Promote Dialogue
between the Stakeholders
involved in the Dispute Surrounding the Treatment and
Discharge of Industrial Wastes in the
Lower Kishon Basin," draft June, final November (Hebrew); and
Shmueli, D. and M. Ben
Gal, forthcoming. "The Potential of Framing in Managing and
Resolving Environmental
Conflict." In E. Feitelson, G. de Roo and D. Miller (Eds.),
Advancing Sustainability at the
Sub-National Level, Ashgate Press.
[24] Elliott, M., Gray, B., & Lewicki, R., 2003. Lessons learned
about the framing of
intractable environmental conflicts. In R. Lewicki, B. Gray, &
M. Elliott (Eds.), Making sense
of intractable environmental conflicts: Concepts and cases (pp.
409--436), Washington,
D.C.: Island Press at 420.
[25] ibid, at 425-434.

Use the following to cite this article:
Kaufman, Sanda, Michael Elliott and Deborah Shmueli.
"Frames, Framing and Reframing."
Beyond Intractability. Eds. Guy Burgess and Heidi Burgess.
Conflict Information
Consortium, University of Colorado, Boulder. Posted:
September 2003
<http://www.beyondintractability.org/essay/framing>.
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Source URL: http://www.beyondintractability.org/essay/framing
10 of 10 12/12/16, 5:57 AM
Running Head: BENEFITS AND CHALLENGES OF I-
MESSAGE FORMULATION 1
BENEFITS AND CHALLENGES OF I-MESSAGE
FORMULATION 5

Benefits and Challenges of I-message Formulation
Student’s Name
Institutional Affiliation
Course
Instructor’s Name
Benefits and Challenges of I-message Formulation
I-message is regarded as a technique of communication that
emphasizes on the views or feelings of the speaker as opposed
to the features and thoughts the speaker attributes to the person
listening (Proksch, 2016). In other words, it is the way speakers
express their feelings, concerns, problems, expectations and
needs to listeners in a humble manner that does not attack them
Springer, Cham. (Ury, 2010). I-message allows the person
conveying the message to be assertive without generating
allegations. Often, listeners can feel defensive because of
allegations. It is very important to formulate I-messages
correctly in order to achieve the intended goal. Formulation of
I-messages has both benefits and challenges.
Benefits
When I-messages or statements are well formulated they can
help promote good communication in relationships. Positive
communication is vital because it may help relations grow
stronger (Proksch, 2016). When people share thoughts and
feelings in a way that is transparent and honest, they are able to
emotionally connect with one another and this ensures healthy
relations.
I-messages serve as a defending assertion messages and thus
they encourage behavior change (Ury, 2010). The people being
infringed can express their feeling to those hurting them

through use of I-statements. This may encourage the individual
causing harm to adjust his or her behavior.
I-statements provide a way for speakers to express their
resentment to listeners without lowering their self-esteem or
insulting them. I-messages communicate or describe the
problem without placing the blame to another person (Proksch,
2016). Consequently, the other person may easily resolve the
problem without having to accept the blame.
Challenges
There are various challenges that come up with the use of I-
messages. The main challenge is that these messages can be
manipulative (Bluestein, 2013). I-message can create an
impression to the listeners that it is their obligation to make
ensure that the speakers are always satisfied. Some scholars like
Jane Bluestein claim that I-messages are always used in ways
that generate undesirable and negative outcomes (Bluestein,
2013). According to Bluestein, the challenge occurs when
individuals use I-statements to manipulate or control other
people (Bluestein, 2013).
How the strategy of I-message formulation impacts my life
Correct use of I-messages can be helpful in solving the
problems we face each day. This strategy has helped me to
understand how I can invite other persons who cause problems
to change their behaviors and attitude without necessarily
accusing them (Proksch, 2016). I now have confidence and
courage to express my feeling and correctly describe the
problem that I am going through. Nevertheless, the insights I
have gained in formulation of I-statement would be essential in
enhancing my relations with others.
Overview and personal insights of this week's class
activity/discussion
Class activities and discussions in this week explored the
concept of message formulation. The main focus of class
activity this week was on how to formulate defending assertion

messages (Ury, 2010). Use of defending assertion was
highlighted in class discussions. The main components of three-
part assertion messages were covered adequately during class
activity. These components include describing the behavior,
describing ones feelings, and describing the negative effect the
behavior has on life of person being infringed. According to
discussions and teachings, it is very important to describe all
three parts of assertions messages correctly if the intended
objectives are to be achieved.
I have learned how to successfully create I-messages. I believe
the knowledge and skills gained in the class activity/discussion
are essential in helping us to understand how environment
better. In fact, the class discussion/activity has equipped us
with appropriate skills and experiences to improve our
communications, especially during conflict resolution (Ury,
2010). Nevertheless, lessons learned provide good insights in
regard to building healthy relations.
References
Bluestein, J. (2013). What’s Wrong with “I-Messages”?.
Proksch, S. (2016). Mediation Techniques. In Conflict
Management (pp. 57-67). Springer, Cham.
Ury, W. (2010). The walk from “no” to “yes.”. TED Talks.

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