The creative process of problem framing for innovation: An integrative review and research agenda
Stefano Magistretti, Cristina Tu Anh Pham, Claudio Dell'Era
kHUB post date: November 2025
Originally published: March 23, 2025 (PDMA JPIM • Vol 42, Issue 6 • November 2025)
Read time: 70 minutes
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While today's society tends to prioritize problem solving and idea management, framing the problem is often more important than solving it. Problem framing is not a linear process; rather, it requires creativity and the ability to explore multiple dimensions of the problem. Scholars and practitioners increasingly recognize the value of “building the right things” and addressing the right problem, rather than “building things right” and addressing the wrong problem. In this context, understanding the process of problem framing and the role of creativity—characterized by the ability to navigate uncertainty and explore unconventional perspectives—has garnered attention across disciplines. Management, psychology, and the social sciences are among the fields in which researchers have examined the role of creativity in problem framing from three interrelated perspectives: business and organizational, cognitive, and social or relational. To gain a holistic understanding of these contributions, we conducted an integrative review of 188 academic papers, synthesizing the synergies and differences between the management, psychology, and social science communities of practice on problem framing and creativity. Our review identifies and integrates key concepts of the creative process of problem framing from these communities and organizes them into four constituents: (i) problem representations, (ii) activated knowledge, (iii) influencing stimuli, and (iv) creative logics. This integration forms the basis of the framework we present, which synthesizes insights across disciplines to redirect the innovation management debate. In addition to outlining a research agenda to guide future investigation and theorizing, our research provides practical insights into the temporal interactions of the constituents of the creative process of problem framing. These insights can help innovation managers not only navigate the dynamics and complexities of this process, but also foster more effective innovation.
Practitioner Points
- Managers should prioritize problem framing in project schedules rather than rushing into solutions. A well-framed problem leads to more impactful and strategically aligned outcomes.
- Problem framing is not a single preparatory step but an ongoing process that evolves alongside other creative activities. Managers should continually revisit and refine problem definitions as new insights emerge, allowing solutions to evolve as the team gains a deeper understanding of the problem.
- Effective problem framing fosters “aha!” moments by encouraging sensitivity to stimuli and intuitive associations, enabling teams to navigate ambiguity and seize new opportunities.
- A structured yet flexible approach—integrating problem representations, activated knowledge, influencing stimuli, and creative logics—allows managers and their teams to dynamically adapt problem framing throughout the innovation process.