A632.8.3.RB - Reflections on the Cynefin Framework

Create a reflection blog based on critically thinking about how the Cynefin Framework can benefit your decision-making. Consider the chart on page 7 of the HBR article A Leader's Framework for Decision Making and discuss decision-making in multiple contexts; include two specific examples of decisions in multiple contexts that you have made. Detail the considerations from the various contexts that influenced your decision.  Critically assess the Cynefin Framework and describe 5 ways it can provide an improved context for decision making.

Cynefin means "habitat or place" along with a place of actual belongings: cultural, religious, geographic, tribal etc; complexity model for a complex system; many paths influence who you are but never know fully who you are. The model emerges from data in social process. At the center (heart) of the model is "disorder" and is the space of not knowing what space you are actually in and need be in. Most people and organizations are in a disorder state assessing a problem scenario based on a preference for action, i.e., asking the question which knowledge expert should we use for the four categories.

There are three basic systems: ordered, complex and chaotic. Add a new center (heart) category called disorder. Disorder is the space of not knowing what space you are in, i.e., where we organizations are most of the time. Then divide disorder into two categories: simple and complicated. Manage in complex and complicated categories and only move a small amount of material into simple because it is highly vulnerable to rapid and accelerated change.

A Categorization model is a standard management consulting recommendation 2x2 quadrant matrix identifying two variables with high and low categories. This model is good for exploitation, however, poor for exploration and change. Also, this approach is taught and emphasized in most MBA programs and business schools. The biggest weakness and downfall is the inability to see differences until it is too late and then will be locked out. The model precedes the data.

The Cynefin model is a sensemaking model and the data precedes the model. Cynefin is also a decision making framework that recognizes the causal differences that exist between system types. It is also fast and easy way to move flip from systems and use the appropriate method for the appropriate domain. It is an ordered system that is simple, predictable and determined in advance. Manage in complex and complicated categories and only move a small amount of material into simple because it is highly vulnerable to rapid and accelerated change. Use a divergent approach depending on what space you're in. Think and analyze differently instead of "one size fits all" paradigm which is usually taught and emphasized in management theory.

From a critical thinking perspective, beware of complacency, biases and traps. Complacency includes "comfort zones," not thinking outside the box, past successes along with paradigms and framing. Leaders know how to identify with each Cynefin context in addition to changing behavior actions to match. Depending on what space you are in, think analyze differently instead of "one size fits all" which is emphasized in management theory and business schools. 

The Simple category includes bureaucratic and failure of the process (problem). It is fact-based management with knowns, fact-based management and clear cause-and-effect. The leader's job is to use best practices and ensure processes are in place. Danger signals are complacency and comfort zones.

The Complicated category uses good practices from knowledge experts analysis. There is usually more than one right answer. It is also fact and data driven. The leader's job is to listen to multiple (sometimes conflicting) recommendations and make a decision. Danger signals include getting bogged down by paralysis-by-analysis.

The Complex category includes emergent best practices with many competing ideas. There is a need for creative and innovative approaches. For example, politicians and military battlefield commanders get groups of the right people together to solve problems generating a right solution with path forward. The leader's job is to create environments and experiments that allow patterns to emerge and use methods that can help generate ideas. Danger signals are potentially falling back into command-and-control and looking for data facts instead of solutions.

The Chaotic category is characterized by high turbulence, tension, unknowns and no clear cause-and-effect. The leader's job is to look for what works instead of seeking the right answers and take immediate action to reestablish control of the situation. Danger signals are using command-and-control longer than needed and missed opportunities for innovation.  

For my personal style, I usually operate in the Complicated and Complex and only move a small amount of material down into the Simple and Chaotic categories. This is because my professional role responsibility as a kaizen leader and black belt includes six sigma lean manufacturing processes with team, process, ideas and facts data driven focus. This includes best practices, emergent, novel, new, unique, different and simulations.  

                       

References:                                                                                                    

Snowden, David J. and Boone, Mary E. (November 2007). A Leader's Framework for Decision Making. Harvard Business Review. Boston, MA: Harvard Business School Publishing.    

 

What is the Cynefin Framework (2016). Embry-Riddle Aeronautical University - Worldwide.