I recently posted a comment about John Hoftmeister's (ex President Shell Oil) insightful article on the challenges the oil industry faces trying to be 'heard' when informing people about the valuable role they play in our world, and the positive contributions they make to society...

I was interested in another part of the article where he explains why he believes a history of "poor politics and poor public relations" gives little hope of the view people have of the oil companies changing for the better, without some sort of major intervention. Throughout his reasoning of why this is, one crucial factor becomes obvious. Frames.

Frames, as those of you who have been through my Get Tribal! Culture Planning Workshop or Values Methodology Accreditation programmes will remember, are major determinants of what people are really 'hearing' when we communicate information. Because our frames mould information to 'fit' what we believe, it is crucial to both understand the frames in play when we're communicating, and to have the ability to 're-frame' words and messages in order to have people hear what we intended them to.

Many of the great initiatives oil companies are undertaking are not being heard because of the power of the frame people have when they hear 'Oil company' and, as Hoftmeister points out, it is not just the oil industry that experience this. Just the mention any of the following industries; mobile phone, nuclear energy, construction, fashion, legal, automative, insurance, pharmaceutical, defense, cosmetic, advertising, retail, technology.... every one of these invoke people's frames and leaves the way open for information to be distorted, deleted and generalised.

Unlocking the power of cultures requires you to know frames that are triggered internally, and externally, by your industry, your name and your brand experience. Without knowing this, you leave yourself open to people missing your message.

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