The Cynefin Framework

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The Cynefin Framework

A recent application of contingency thinking on decision-making is the Cynefin framework described by David J. Snowden and Mary E. Boone in the HBR of Nov 2007. They distinguish between 5 decision-making contexts, each requiring its own decision-making style:
I. Simple
- Characteristics of context / How can you recognize it? Clear causes and effect.
- Recommended Decision-making style: Ensure proper processes are in place, delegate. Apply the best practice.
- Decision model: Sense ⇒ Categorize ⇒ Respond.
II. Complicated
- Characteristics of context / How can you recognize it? Cause and effect relationships discoverable, but not apparent to everyone.
- Recommended Decision-making style: Involve (teams of) experts, analyze. Apply a good practice.
- Decision model: Sense ⇒ Analyze ⇒ Respond.
III. Complex
- Characteristics of context / How can you recognize it? No causality, emergence, flux.
- Recommended Decision-making style: Create safe experiments, wait for patterns to emerge. Then amplify or dampen/drop. Apply the emergent practice.
- Decision model: Probe ⇒ Sense ⇒ Respond.
IV. Chaotic
- Characteristics of context / How can you recognize it? Turbulence, crisis
- Recommended Decision-making style: Take immediate action, communicate clear and directly. Apply a novel practice.
- Decision model: Act ⇒ Sense ⇒ Respond
V. Disorder
- Characteristics of context / How can you recognize it? None of the 4 above is prevailing or at least it is not known which one is prevailing.
- Recommended Decision-making style: Break down into the other 4 realms.

Adept decision-makers should learn how to:
1. Identify the context properly
2. Change their behavior and decisions to match that context
3. Prepare their organizations to understand and deal with the different contexts.

See also the Stacey Matrix.

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		4 Gary Wong Consultant, Canada
	Cynefin Simple Domain Renamed to 'Obvious Domain' The Cynefin Framework is a sufficient, but always partial view of reality. As additional information arrives and new insights emerge, adjustments are made to reflect the real world. Recent thinking recognizes that in all 4 domains a few, simple rules seem to guide behavior. By “simple”, we mean an action that can be easily carried out. Examples are applying a rule-of-thumb heuristic, following a straight-forward process, or performing an entrained habit. Unfortunately, the word “Simple” has been associated with one of the domains. Consequently, Dave Snowden decided to rename 'Simple' domain to 'Obvious' domain. When describing the Cynefin framework in terms of Cause & Effect relationships, “Obvious” carries the same meaning – clear, straight-forward.

		0 Jaap de Jonge Editor, Netherlands
	3 Approaches to Build Organizational Resilience Along the same lines, Suarez and Montes mention 3 broad categories and corresponding approaches to getting work done and making decisions depending on the context: - ORGANIZATIONAL ROUTINES: standard processes if work is predictable, circumstances are stable. - SIMPLE RULES (HEURISTICS): rules of thumb that help simplify decision-making in less predictable circumstances or you need to make decisions faster than usual. - IMPROVISATION: spontaneous, creative ad-hoc efforts to address uncharted ground with a high degree of uncertainty. Organizations should practice and prepare for the unexpected. By actively preparing and training the organization to alter the combination of routines, heuristics and improvisation on the fly to match changing requirements of different possible scenarios, leaders can build resilience throughout their organizations. Suggestions to train: - Analyze the approach you use to get different tasks done. - Question the assumptions behind your routines. - Practice doing more with less. - Deepen your knowledge about the bigger picture (how a task fits into the whole). - Invest in knowledge and building expertise. - Identify your priorities to know where you should focus on in case of a crisis. - Learn to give up control and empower people with expertise on the front line. Source: Fernando F. Suarez and Juan S. Montes, "Building Organizational Resilience", HBR Nov-Dec 2020, pp. 47-52.

		2 Philippe Guenet Coach, United Kingdom
	Much Richer than This Fundamentally, Cynefin helps to makes sense of a context so one can act in it. It can be the small context of a decision or it can be a macro society or economic context. Cynefin gives a lot of attention to complexity and working with complexity. The above definitions are not quite correct. There might be causality in Complexity, but it is not apparent, at least in the timeframe that one has for a decision. Causality can emerge retrospectively. Hence the need to probe to start sensing. Cynefin is a very dynamic / fluid model and people often make the mistake of using it statically as a categorisation framework. Dave often says that is is a typology, not a taxonomy. Looking at Cynefin dynamics and liminality is a very essential part of the framework. The domains have been renamed since. Gary already mentioned Simple that went to Obvious and now is called Clear. Disorder is also called Confused and the liminality is also differentiating Confusion from Aporetic (often noted A/C). This domain is very important, because it is the point where making sense starts. But many considerations around Aporia are essential - in Agile there is a consideration about delaying decision to the last reasonable moment for instance. This is a state of Aporia delaying commitment when the landscape is still evolving. A/C is also a central point to all the dynamics flows. The above also omits the aspect of constraints. Systems are modulated by constraints. Constraints are not only limiting (as offered by the theory of constraints). Some constraints can be enabling. Some can be Dark. Understanding the landscape of constraints and how to work with them is essential in Leadership. (note - Clear = Rigid constraints / Complicated = Governing / Complex = Enabling / Chaotic = none) So, a lot more to unpack about cynefin (and the rest on strategy, complex facilitation, etc.).