Framing has an impact on the purchasing (and voting) decisions people make. Studies have shown that people consistently prefer 75% lean meat to 25% fat, that an organization making a handbag will be perceived as warmer but less competent if a dot org label is attached to it, that the consumption of wine with a North Dakota label will be less enjoyable than the same wine with a California label, and that a risky decision framed as a potential gain will be preferred over one framed as a potential loss (Tversky and Kanneman’s prospect theory, reported in their classic 1979 article).
… When building a brand, instead of arguing about the superiority of the brand, focus on framing the discussion so that competitors’ arguments are not even on the radar screen, because they don’t speak to the key element of the brand decision.
The idea isn’t just to build a better brainstormer—but to equip people with what the Stanford psychologist Albert Bandura terms “self-efficacy.” Kelley, who ranks Bandura among the most important psychologists in history (after Freud, Skinner, and Jung), describes self-efficacy as “the sense that you can change the world and that you can do what you set out to do.” Imagine if that quality shared pride of place on diplomas and résumés with degrees and competencies? Add resilience, equanimity, and compassion—and you see the building blocks of a “skill set” that’s fit for the future.