The present paper describes a frame-based approach to situated-decision-making on climate change. Building on the multidisciplinary literature on the relationship between frames and decision-making, it argues that decision-makers may gain from making frames more explicit and using them for generating different visions about the central issues. Frames act as organizing principles that shape in a “hidden” and taken-for-granted way how people conceptualize an issue. Science-related issues, such as climate change, are often linked to only a few frames, which consistently appear across different policy areas. Indeed, it appears that there are some very contrasting ways in which climate change may be framed. These frames can be characterized in terms of a simple framework that highlights specific interpretations of climate issues. A second framework clarifies the built-in frames of decision tools. Using Thompson's two basic dimensions of decision, it identifies the main uncertainties that should be considered in developing a decision strategy. The paper characterizes four types of decision strategy, focusing on (1) computation, (2) compromise, (3) judgment, or (4) inspiration, and links each strategy to the appropriate methods and tools, as well as the appropriate social structures. Our experiences show that the frame-based guide can work as an eye-opener for decision-makers, particularly where it demonstrates how to add more perspectives to the decision.