Framing the problem is becoming central to design as AI increasingly handles solution work. The author uses the Ebbinghaus circles illusion to illustrate how our perception is influenced by context. Just like the illusion changes with different frames, the way we define problems is colored by our biases, habits, and the situations we find ourselves in. Cognitive tendencies like the need for quick closure, ambiguity aversion, uncertainty anxiety, and action bias can distort our understanding, leading us to avoid deeper issues. Recognizing these biases is essential for effective problem framing. The author emphasizes the importance of staying with a problem longer rather than rushing into solutions. This approach allows for a more thorough understanding and often leads to better outcomes. Experienced designers tend to linger in the problem framing stage, which is often overlooked in favor of solution-oriented work. The writer shares a personal analogy comparing receiving a design brief to getting a bowl of beans. Instead of cooking them immediately, planting them and nurturing them can yield greater results, emphasizing patience and trust in the design process. Framing shouldn't be viewed as a delay; it’s integral to the design itself. By keeping a dynamic frame in play, designers can foster shared understanding among teams, leading to more meaningful insights rather than hasty conclusions. Spending extra time refining the problem ultimately enhances the design brief, resulting in a collaborative approach that benefits the final outcome. This process of growing the problem together is what truly defines successful design work.