Reflections on the Cynefin Framework

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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.

Leaders must process countless inputs and factors which affect how they make decisions in a given situation. In fact, one would expect to associate critical thinking as an important process to skillfully analyze, evaluate, and identify a suitable solution. According to Michael Scriven and Richard Paul (1987) “Critical thinking is the intellectually disciplined process of actively and skillfully conceptualizing, applying, analyzing, synthesizing, and/or evaluating information gathered from, or generated by, observation, experience, reflection, reasoning, or communication, as a guide to belief and action” (as cited in CriticalThinking.org, 2015).

Indeed, a guide or an analytical process is essential to properly diagnosing a situation and choosing the most appropriate method to address the dynamics involved. Enter the Cynefin Framework, which means place or habitat. Initially developed in 1999 by scholar David Snowden, this framework is a sense-making model verses a traditional categorization model. As such, this framework assists its users to accurately evaluate their situation(s) and responded appropriately using a domain specific decision model (see below figure).

Now that I am retired from military service, the majority of my decision-making falls into the Simple domain. Thus, applying the decision model of Sense – Categorize – Respond requires minimal effort and critical thinking. For example, structure and routine help sort many of the possible friction points around our household. Should we sense a disruption with established routines, such as a last minute school/work event, we can very quickly recover with minimal overall disruption.

Yet there are occasions which forces me to reassess my position (Disorder domain). For instance, our family is in the process of PCSing (military move) and have to make important decision in our current location and at the location we plan to move to. One important decision that my wife and I need to make is finding a school for out seven year old in the new city we will be moving to. Where this somewhat complicated decision transverses into the complex decision is the definition and quality of a “good school” we both have. By and large, we share the same beliefs suitable academic standards, yet when tuition and school districts enter the consideration, the complicated just got complex. Needless to say, in an attempt to mitigate the resulting aftermath, we have enlisted the help of trusted sources for both schools and districts. In essences, we are in the process of Probe – Sense – Respond, attempting to set the conditions for an emergent solution.

I believe that the Cynefin Framework is an important tool in that it guides the user during the assessment and approach process. This process is only productive when leaders are willing to be open to change and accepting of other context. According to Snowden and Boone (2007), “Good leadership requires openness to change on an individual level. Truly adept leaders will know not only how to identify the context they’re working in at any given time but also how to change their behavior and their decisions to match that context.” Thus, as leaders, we must be adaptive and willing to work within context outside of our comfort zones. I also believe this framework will not only improve my decision-making abilities, but those of other leaders by expanding one’s perception, having the ability to see other context and move between them, and feel more at-ease with working through complexity. “It helps you avoid using the same management style or decision-making approach in all situations – a mistake that can be costly to your team or organization– by encouraging you to be flexible and adaptable when making decisions, and to adjust your management style to fit your circumstances.” (Mind Tools, n.d.).  

References

Defining Critical Thinking. (2015). CriticalThinking,Org. Retrieved from http://www.criticalthinking.org/pages/defining-critical-thinking/766.

The Cynefin Framework. (n.d.) MindTools.com. Retrieved from https://www.mindtools.com/pages/article/cynefin-framework.htm.

Snowden, D. and Boone, M. (2007). A Leader’s Framework for Decision Making. Harvard Business Review. Retrieved from https://hbr.org/2007/11/a-leaders-framework-for-decision-making.