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Cynefinframework Final (Read-Only)

The document discusses the Cynefin framework, which is a model for classifying problems based on the nature of the relationship between cause and effect. It describes four domains within the framework - simple, complicated, complex, and chaotic - and explains how to determine the appropriate approach based on whether the situation is ordered or unordered. The framework challenges typical assumptions about order, rational choice, and intentional capability. It implies the need for different strategies regarding learning, participation, leadership, and strategy depending on the complexity of the situation.

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Giorgio Bertini
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373 views16 pages

Cynefinframework Final (Read-Only)

The document discusses the Cynefin framework, which is a model for classifying problems based on the nature of the relationship between cause and effect. It describes four domains within the framework - simple, complicated, complex, and chaotic - and explains how to determine the appropriate approach based on whether the situation is ordered or unordered. The framework challenges typical assumptions about order, rational choice, and intentional capability. It implies the need for different strategies regarding learning, participation, leadership, and strategy depending on the complexity of the situation.

Uploaded by

Giorgio Bertini
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd

Cynefin Framework

What to do about complexity?

Implications for Learning, Participation,


Strategy and Leadership

Jim Woodhill
Wageningen International
Coming to Cynefin

 How do I explain this stuff?


 Knowledge as knowing (a commodity)
 Knowledge as a group of actors being effective in a
given situation
What is the Cynefin Framework
 A sense$making model for understanding how to act
in situations with different levels of complexity
 Based on recognizing different types of cause and
effect relations
 Draws on theories of:
 Complexity
 Cognitive
 Systems
 Narrative
 Networks
 Developed by Dave Snowden – ex IBM knowledge
management researcher
The Framework Model

Complex Complicated

Chaotic Simple

Source: Cognitive Edge (www.cognitive$edge.com)


The Framework Model

Complex Complicated
Unordered Ordered
Disorder

Chaotic Simple

Source: Cognitive Edge (www.cognitive$edge.com)


Control or Emergence

Source: Cognitive Edge (www.cognitive$edge.com)


Questioning Three Assumptions

 Assumptions of order
 Assumption of rational choice
 Assumption of intentional capability
The depth of assumptions

What we see in terms of how


decision$making takes place

That which directly influences


management decision$making

Deep drivers of our


behavior and the choices
that we make
Ordered Domain – Simple (known)

 Cause and Effect:


 repeatable, perceivable, and
predictable
 Approach:
 Sense – Categorise $ Respond
 Methods:
 Best practices
 Standard operating procedures
 Process reengineering
Source: Cognitive Edge (www.cognitive$edge.com)
Ordered domain – Complicated (knowable)

 Cause and Effect:


 Separated over time and space
 Approach:
 Sense – Analyse $ Respond
 Methods:
 Analytical/reductionist
 Scenario planning
 Systems thinking
 Good practices

Source: Cognitive Edge (www.cognitive$edge.com)


Unordered Domain $ Complex

 Cause and Effect:


 Coherent in retrospect and do not
repeat
 Approach:
 Probe – sense $ Respond
 Methods:
 Pattern management
 Perspective filters
 Complex adaptive systems
Source: Cognitive Edge (www.cognitive$edge.com)
Unordered Domain $ Chaotic

 Cause and Effect:


 not perceivable
 Approach:
 Act – Sense $ Respond
 Methods:
 Stability focused intervention
 Enactment tools
 Crisis management

Source: Cognitive Edge (www.cognitive$edge.com)


Domain of Disorder

 Not knowing / agreeing on where a situation lies


 Problems interpreted from preference for action
 Gives rise to conflict
Cynefin Dynamics

4 # EXPLORATION

5 # JUST#IN#TIME TRANSFER

6 # SWARMING
x
x 3 # INCREMENTAL
IMPROVEMENT

7 # DIVERGENCE#
CONVERGENCE
1 # COLLAPSE

2 # IMPOSITION

Source: Cognitive Edge (www.cognitive$edge.com)


Implications

 Learning
 Participation and power
 Strategy
 Leadership
Implications

 Need different learning strategies for different


situations
 Fundamentally challenges the ‘learning lessons’ and
good and best practice ambitions of many
development organisations
 Probing means ‘investing in failure’

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