MSLD632 - Module 8 - Cynefine Framework - Madeline Campbell


This week, we studied the Cynefin framework for decision-making. The Cynefin framework claims that there are specific contexts in which an individual should approach decision-making and breaks down the assumption that all decisions are made equally, or essentially the “one size fits all” mentality (Snowden, 2010). The Cynefin framework is a sense-making model and places procedures to follow in relation to the context to assist in making a decision. The five different contexts are as follows:

-Simple; “known knowns…sense, categorize, respond”
-Complicated; “multiple answers…sense, analyze and respond”
-Complex; “right answers can’t be fretted…probe, sense, respond and approach.”
-Chaotic; “relationship between cause and effect are impossible…act, sense and respond.”
-Disorder; “unclear which of the four contexts is predominant.”

 “The Cynefin framework… allows executives to see things from new viewpoints, assimilate complex concepts, and address real-world problems and opportunities” (Snowden & Boone, 2007).

The first example of when I had to make decision within multiple contexts would be when my husband and I had to move out of our home we were renting unexpectedly due to the property owner going into foreclosure. The situation became deeply layered very quickly. We were upset, distraught and unsure of what our next steps were. We tried to remain as professional as possible; however, we were frustrated at the circumstances. Initially, we looked up renter’s rights, spoke to a bank to learn more about the situation and also spoke to a realestate agent (complicated). We then reviewed all our options of staying within the home, waiting until the bank owned it, moving right away, etc. (chaotic) as there was not a specific right or wrong answer and we were attempting to create a “right” plan in the midst of confusion.   Snowden and Boone state that, “A leader must first act to establish order, then sense where stability is present and from where it is absent, and then respond by working to transform the situation from chaos to complexity, where the identification of emerging patterns can both help prevent future crises and discern new opportunities” (2007). With the messiness that the situation turned into, we decided to find a new home to rent and move at night in order to avoid conflict with our landlord (simple).

Another example of multiple contexts is when I was assessing if I should quit my job at a dental office and transition to Embry-Riddle. I believe I was actively using simple, complex and chaotic methods of decision-making. I was not currently looking for a new job and was taken by surprise with the call to come in for an interview (and the later job offer). Since my husband was basically finished with his undergraduate, I was unsure if it was a wise move to take the position as his degree could take us anywhere. The complex context assisted me in decision-making as I was able to probe for information regarding the job at Embry-Riddle, reflect or sense what the position would be, compare it to my current position then respond professionally. The reason I also utilized the context of chaos was while I was in my current position, I had just been promoted and was being trained to take on additional responsibility. I felt as though I was being unethical taking on this new responsibility while interviewing and weighing the options of a new job. I did not know how to act, react or really how to carry myself within my current position as it was very overwhelming to be going through the interview process, while being promoted and trained at my current position.

The Cynefin Framework is an excellent tool to assist individuals in understanding situations and how they differ from one another. It provides a context for decision-making with methods to find resolution within the situation.  Below are 5 ways in which the Cynefin Framework can provide an improved context for decision making

1.       Within the Cynefin Framework, Snowden and Boone state, “Using the Cynefin framework can help executives sense which context they are in so that they can not only make better decisions but also avoid the problems that arise when their preferred management style causes them to make mistakes” (2007). This greatly assists with decision making as re-evaluating your leadership can help you find key areas for improvement and help make you a more well-rounded leader.
2.        Within the video ,Snowden states that the data proceeds the framework, therefore, this can assist a leader when attempting to make a decision. An individual can simply pull the data within the situation, instead of solely going to the framework. This will also assist the leader in remembering and utilizing a proper decision making method with the context of it not being, “one size fits all”
3.       The Cynefin Framework can also assist individuals in being an organized decision maker. They can use the terms next to the contexts (i.e. simple – sense, categorize – respond) to aid in figuring out which context to use. Of course, like mentioned in the studies by Snowden and Boone there is the context of disorder, where, “it is unclear which of the other four contexts is predominant” (2007).
4.       An interesting aspect of the Cynefin Framework is that it allows for “new business models” as the research is transparent and understand the superiors or leaders face multiple multifaceted decision everyday. This also assist in decision-making as a leader will not feel “stuck in a box” when approaching a situation within the Cynefin Framework.
5.       For individuals who understands and wants to utilize the Cynefin Framework, it can assist in decision making in a more intermediate level when one learns that the “simple” context may not be one to stay within. If an individual knows their team well and is a seasoned individual within the department or organization, floating within the simple context could create fallbacks and complacency. Therefore, for those who understand and want to grow in the decision-making skills, this tool could greatly benefit them.


References

Snowden, D. F., & Boone, M. E. (2007). A leader's framework for decision making. Boston: Harvard Business Review.

Snowden, Dave. (11 July 2010).The Cynefin Framework. Retrieved from: https://www.youtube.com/watch?v=N7oz366X0-8&feature=youtu.be


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