The
Cynefin framework is a tool that can help leaders understand the context of
they are dealing with in order to make better decisions and avoid possible
problems associated with traditional management styles. Simply put, the Cynefin
framework is a “sense making device” that enables managers to make sense of
their own and other people’s decisions. The framework offers five
decision-making domains: simple,
complicated, complex, chaotic, and disorder.
The simple domain represents the obvious relationship
between cause and effect and require straight forward management. I relate this
to an employee arriving late to work and taking the steps to appropriately counsel
the individual.
Complicated domain decisions are also derived from
cause and effect, however, there is a range of correct answers. Correct
decisions in this domain require expertise and detailed analysis. In the
complicated domain cause and effect are not aren’t clear. An example given by
Snowden is to know something is wrong with your car because of audible engine
problems, the response should be to take your vehicle to a mechanic. In this
context, leaders must be able to sense, categorized, and respond in order to
make sound decisions. As an aircrew member, I am faced with investigating and
analyzing aircraft problems in the same way a mechanic might troubleshoot a
vehicle. Sensors indicate some mechanical problem, the pilots take notice and
verbalize to the crew, and the aircrew members analyze possible problems. The
decisions made by the crew as a whole determine whether or not the flight
mission will continue or cancel. Snowden & Boone (2007) speak to the
possibility of “analysis paralysis”, this is when decisions cannot be agreed
upon because of ego or entrained thinking. Aircrews are trained to practice
crew resource management in order to smartly avoid this scenario, especially in
a combat environment.
In the complex domain decisions are beginning
to get very complicated and unpredictable. Leaders in this situation are faced
with problems that may require experimentation in order to arrive at success.
This reminds me of the unpredictable success of Facebook and the many paths
social media could have taken. As Snowden & Boone explain, the
opportunities may lie in innovation, creativity, and new business models.
The chaotic domain states that relationships
between cause and effect are impossible to determine, there is no pattern or discernable
management practice. As with the military and wartime, the only action is for
leadership to establish order and effectively communicate. Snowden & Boone
relate this situation to the establishment of crisis management teams. While
your crisis management team is working, the focus should be the formation of a
second team actively searching for alternative opportunities. Again, this draws
me to consider extreme battlefield conditions. When faced with chaos,
improvisation is a necessary function.
Leaders
require understanding of what context their working in. This helps them manage
people and processes in order to succeed. As technology and processes evolve
there seems to be a need to evolve leadership decision making to match the
times. The rise of the tech industry speaks volumes to the need of
understanding complex and chaotic decision-making environments. This seems to
be the world where traditional management has failed and visionary
experimentation has produced world icons. Embracing complexity seems inevitable
during times of uncertainty. As Snowden (2011) explains, The Cynefin framework
makes sense of complexity in both known and unknown scenarios in which the data
precedes the framework in order to provide a best practice.
References:
Snowden,
D.J. (2011). David Snowden: The cynefin framework. [Video file]. Retrieved
from: https://www.youtube.com/watch?v=N7oz366X0-8
Snowden,
D.J., Boone, M.E. (2007). A leader’s framework for decision making. Harvard
Business Review. Retrieved from: https://hbr.org/2007/11/a-leaders-framework-for-decision-making
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