- Firstly you avoid almost-true frameworks. The client almost certainly knows more than you do and has an awareness for the corporate memory so can help you avoid evolutionary dead ends that might not be immediately obvious.
- Secondly by co-creating with the client you get at least one senior member of the organization fully immersed in the theory, not just the summary of the framework. Remember frameworks are abstractions – by design – but you want at least someone who understands the whole system not just the abstraction
- Thirdly, because the client co-created it with you they are proud of their work and far more likely to use, reference and share the framework than if you hand it to them fully formed.
This process stems from ‘client-ethnographies’ that is a part of ongoing work:
Every time you’re on-site with a client’s organization you’re studying the people, the behaviours, the motivations. You’re asking questions of as many people as you can.
Activities such as doodling and refining the name can help with with the process.