I tend to think of frameworks as something help you think and process as something to help you do, but it could be a more personal distinction. Like you said, there's crossover. I'd add that it's always good to think through what you're doing ;-)
Also working on a post on Cynefin, as another framework for thinking before acting. The main point of this post and a theme that I'm seeing from different angles across the industry (eg my post on The 2%) is the tendency to seek silver bullets that require you to "Just Do It". That aspect - implementing without thinking - is the problem.
I like to think that there are (at least) two very different kinds of frameworks in the product space:
Sense-making frameworks that aim to help us think together.
And process frameworks that aim to help us get stuff done together.
Both types contain elements of the other, but in my experience it is important for framework criticism to distinguish between the two.
I tend to think of frameworks as something help you think and process as something to help you do, but it could be a more personal distinction. Like you said, there's crossover. I'd add that it's always good to think through what you're doing ;-)
Also working on a post on Cynefin, as another framework for thinking before acting. The main point of this post and a theme that I'm seeing from different angles across the industry (eg my post on The 2%) is the tendency to seek silver bullets that require you to "Just Do It". That aspect - implementing without thinking - is the problem.
Thanks for the shout out, Assaph. I agree understanding frameworks and the WHY behind them is valuable, but we should never follow then blindly.
Isn't product management all about the why? Why should we treat our own processes any different.