The Cynefin Framework

August 9, 2024

A decision making tool for multifaceted situations

My current reality is filled with invisible effort and uncertainty. However, it’s not end goals that keep my motivation afloat; it’s the pursuit of doing good work. And good work is hard work. Task by task, day by day.

In a collection of letters that the Stoic philosopher Seneca wrote towards the end of his life, he advises that lasting peace-giving joy and satisfaction can only result from hard work. He warns against the emptiness of material and fleeting pleasures, and the desire to appear wise without being learned. Instead, virtue lies in overcoming obstacles and developing our minds for ourselves (Letter 27):

“When will it be your lot to attain this joy? Thus far, you have indeed not been sluggish, but you must quicken your pace. Much toil remains; to confront it, you must yourself lavish all your waking hours, and all your efforts, if you wish the result to be accomplished. This matter cannot be delegated to someone else.”

Ofcourse I can’t work at the rate I am now forever, but there’s no easy way to create and contribute with the quality and care that I’m striving for. From a stoic viewpoint, that’s a good thing.

This week we take a look at the Cynefin Framework, a tool for the difficult work of decision making in our increasingly complex world.

Tina

► The Cynefin Framework

Although a decision making approach worked in the past, doesn’t mean it will be suitable for a new situation. The Cynefin Framework helps decision makers to understand the context in complex situations and adapt actions accordingly.

The Cynefin Framework is a sense-making framework to support decision making developed by Dave Snowden in 1999 while working at IBM, where he was a Director of the Institution for Knowledge Management. Although developed for executives and organisational leadership, it’s a tool that can be utilised by anyone that needs to make a decision whilst navigating complexity. It helps identify the type of situation being dealt with and relevant strategies for action.

The word "Cynefin" (pronounced kuh-NEV-in) is a Welsh term that means "habitat" or "place of multiple belongings." It reflects the idea of the framework that different contexts require different responses.

The framework categorises situations or problems into five domains:

1. Clear

Cause-and-effect relationships are repeatable, perceivable and predictable. Priority: Categorise information and the best way forward can be quickly identified.

2. Complicated

Cause-and-effect relationships exist but are not immediately apparent. Priority: Analyse available information with experts, as well as those with experience and views.

2. Complex

Cause-and-effect can only be understood in retrospect. Priority: Probe by creating time, space and activities that allow for patterns to become evident.

3. Chaotic

No clear cause-and-effect relationships. Priority: Act immediately and decisively to gain control of the situation, then move to the complex domain.

4. Confusion

When it's unclear which domain applies. The goal is to gather more information and break the problem into smaller parts that can each be moved the to the other domains.

The Cynefin framework calls for simple, complicated, complex and chaotic contexts each to be addressed different decision making responses. The table below can be utilised as an aid to assist in identifying the context, key actions to be taken by the decision maker, potential issues and how they can be addressed.

The framework is rooted in complexity science and is designed to be flexible and adaptive, allowing for continuous reassessment and adjustment as new information emerges and contexts change. It is particularly useful in collective sense-making to facilitate the development of shared understandings in groups, to help people to break out of old ways of thinking and to consider problems in new ways (Kurtz and Snowden 2003).

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