Cynefin Framework Reflection

A632.8.4.RB

Based upon the above video on Cynefin Framework, reflect on the 3 ways each quadrant of the Cynefin Framework can facilitate decision-making using examples from your own experience.

The Cynefin Framework is sense-making model that allows its users to analytically process events depending on the dynamics involved. In essence, this framework is a decision-making model that provides various methods for leaders to evaluate their situation and begin sourcing the appropriate action. According to Dave Snowden (2010):

So the Cynefin Framework is a decision framework, it’s an analytical framework. It’s been used for decision theory, it’s been used for knowledge management, it’s been used for IT design, for project management because it recognizes the causal differences that exists between different types of systems and give people a very quick and easy way to flip between them so they can use the appropriate method for the appropriate domain (7:45).

The Cynefin Framework consists of the following five domains (Snowden, 2010):

1) Simple Domain: In this domain, the relationship between cause and effect is discernable and predictable. Moreover, this is an ordered system lending itself to the decision model of Sense – Categorize – Respond. For this domain, Best Practices are created.

2) Complicated Domain: Although an ordered system, the relationship for cause and effect in not evident and may have multiple right answers, which requires expert knowledge. Thus, the decision model for this domain is Sense – Analyze – Respond. For this domain, Good Practices are created.

3) Complex Domain: This system does not have an obvious relationship between cause and effect (only in hindsight). Thus, the decision model is in this domain is Probe – Sense – Respond. As result of experiments in this domain, Emergent order begins to transpire.

4) Chaotic Domain: In this domain, cause and effect cannot be determined, yet leaders must attempt to stabilize quickly in order to shift the situation into the complex domain. The decision model in this domain is Act – Sense – Respond. For this domain, Novel Practice is created.

5) Disorder Domain: This domain involves the state of not knowing. Thus, leaders assess the situation and the associated dynamic in order to identify what domain they are in. The assessment process, Snowden (2010) tells us that the problem in this domain is that we determine our situation as a result of personal preference for action.

The Cynefin Framework is a very useful tool for making decision in that it provides various context to evaluate a situation. While I was in the service, I typically made decision that spanned the complicated and complex domains. In the military, the simple domain is usually addressed and mitigated with Standard Operating Procedures (SOPs). Nevertheless, there are instances where a “ball was dropped” and remedial action is focused more on the personal failure oppose to the procedural side. When making decisions in the complicated domain, I typically relied on subject matter experts (SMEs) I had access to. For example, as an organizational leader that is responsible for the family readiness group (FRG), I had little experience with event planning and it was out of my comfort zone. Thus, I brought in a spouse that had unique experience with planning and arranging large social events and she essentially established a good practice for the organization.

When entering the complex and chaotic domains, typically I rely on action and assessment of the situation. Action in the sense of mitigating damage or loss of resources or life, yet doing my best to assess where the biggest threat is originating from and what else lies in its path. Although Snowden (2010) clearly tells us that finding a relationship between cause and effect is futile, as leaders we must stabilize the situation enough to properly select the most appropriate method of working through the complex and chaotic situation. Such situations in my field (background) included terror attacks, security breaches, active shooters, and combative individuals to name a few. All situations in which can transition from one domain to the other in a split second.

I agree with Snowden (2010) that we as leaders (decision makers), we spend that majority of our time in the disorder domain. In fact, we apply significant effort in evaluating and assessing our surroundings, situational developments, and on-going factors (dynamics) in order to identify what domain we are actually in. Furthermore, I believe that this evaluation is heavily dependent on our personal preferences as Snowden (2010) explains. For example, I believe that we as leaders over time develop certain approaches that are based on previous experiences that may not apply. Therefore, its important for leaders to be able to expand their evaluation of context and explore new courses of action as prescribed in each domain. 

Reference

Snowden, D. (2010). The Cynefin Framework. Cognitive Edge. Retrieved from https://www.youtube.com/watch?v=N7oz366X0-8.