MINDSETWeeks to result

The Some-and-Sometimes Framework

Reframe all-or-nothing thinking

Problem it solves

all-or-nothing thinking

Best for

Individuals struggling with all-or-nothing thinking

Not ideal for

Those who prefer absolute certainty

Overview

Why this framework exists

This framework involves reframing all-or-nothing thinking by focusing on small, incremental changes. It encourages individuals to experiment with new approaches and evaluate their effectiveness. By adopting a'some-and-sometimes' mindset, individuals can reduce their resistance to change and increase their willingness to try new things.

Core principles

3 total
  1. Reframe all-or-nothing thinking to reduce resistance to change
  2. Experiment with small, incremental changes to evaluate effectiveness
  3. Focus on the process, not the outcome, to increase motivation

Steps

2 steps
  1. Reframe the question
    Reframe the question to focus on small, incremental changes rather than all-or-nothing thinking.
    Pro tipUse the'some-and-sometimes' phrase to reframe your thinking
    WarningBe aware of the tendency to fall back into all-or-nothing thinking
  2. Experiment and evaluate
    Experiment with new approaches and evaluate their effectiveness.
    Pro tipStart small and build up to more significant changes
    WarningBe patient and persistent in the face of setbacks

Checklist

Saved in your browser

Examples

1 cases
Emily's workshop format

Emily experimented with a new workshop format and found it to be effective

OutcomeIncreased effectiveness and reduced resistance to change

Common mistakes

2 traps
Falling back into all-or-nothing thinking
Failing to reframe the question and instead reverting to all-or-nothing thinking
Not experimenting and evaluating
Failing to try new approaches and evaluate their effectiveness

Origin story

How this framework came to be

The framework is illustrated through the story of Emily, who initially resisted changing her workshop format but eventually experimented with a new approach and found it to be effective.

Source

Traced to primary
Source · BOOK
Thanks for the Feedback: The Science and Art of Receiving Feedback Well
Douglas Stone · 2014
Open source →

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