The Cynefin Framework - Revision history

Tkokotas at 12:36, 20 December 2018

2018-12-20T12:36:57Z

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	~~[[Category:Project Management]][[Category:Complexity]][[Category:Management]][[Category:Human Behaviour]][[Category:Uncertainty]][[Category:Visual tools]]~~		''Developed by Lasse Werner Madsen''


	[[File:Cynefin_as_of_1st_June_2014.png‎\|200px\|thumb\|right\|Fig 1: The Cynefin Framework Source: Author]]		[[File:Cynefin_as_of_1st_June_2014.png‎\|200px\|thumb\|right\|Fig 1: The Cynefin Framework Source: Author]]

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	=Bibliography=		=Bibliography=
	<references/>		<references/>

			[[Category:Project Management]][[Category:Complexity]][[Category:Management]][[Category:Human Behaviour]][[Category:Uncertainty]][[Category:Visual tools]]

LasseMadsen: /* Cynefin used in projects */

2014-12-01T14:09:30Z

Cynefin used in projects

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	==Cynefin used in projects==		==Cynefin used in projects==
			[[File:Example.JPG\|200px\|thumb\|right\|Fig 6: Using the Cynefin Framework to make sense of a project within a Australian transport working group Source: Elford, W. (2012)<ref name="ergonomics"/>]]
	The Cynefin framework can be used in projects as a [[sense-making tool]] and as a common language for dealing with complexity<ref name="HBR"/><ref name="Larry"/>. When using the framework in [[project management]], Snowden emphasizes using the framework as a collective sense-making method that allows specific patterns to emerge over time in the understanding of the project <ref name="Larry"/>.		The Cynefin framework can be used in projects as a [[sense-making tool]] and as a common language for dealing with complexity<ref name="HBR"/><ref name="Larry"/>. When using the framework in [[project management]], Snowden emphasizes using the framework as a collective sense-making method that allows specific patterns to emerge over time in the understanding of the project <ref name="Larry"/>.

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	<br><br>		<br><br>
	'''Example of the Cynefin Framework used to understand stages of an emergent project to increase active transport''' <br>		'''Example of the Cynefin Framework used to understand stages of an emergent project to increase active transport''' <br>
	~~[[File:Example.JPG\|200px\|thumb\|right\|Fig 6: Using the Cynefin Framework to make sense of a project within a Australian transport working group Source: Elford, W. (2012)<ref name="ergonomics"/>]]~~
	As a health promotion campaign in Australia, a governmental transport working group, used the Cynefin Framework to make sense of a project to increase active transport. <br>		As a health promotion campaign in Australia, a governmental transport working group, used the Cynefin Framework to make sense of a project to increase active transport. <br>
	In a workshop, the group started to write down description of processes, events, tasks, programmes and concerns on post-it notes. <br>		In a workshop, the group started to write down description of processes, events, tasks, programmes and concerns on post-it notes. <br>

LasseMadsen: /* The driving example */

2014-12-01T14:08:43Z

The driving example

← Older revision		Revision as of 14:08, 1 December 2014
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	Lets consider that you are driving a car, a system that is stable one day and we believe we know how it works. When the car runs low on gasoline (simple), we fill it up. A repeating pattern where the solution is commonly known, there is a clear relationship between cause-and-effect. Let's say the car makes an unintended noise, we might have to take it to an expert that will analyse the problem and fix it (complicated), the cause-and-effect relationships are discoverable, but not by everyone. Previous examples both belong in the ordered domain. We can consider situations where we are thrown out in complex or chaotic situations where there are no right answers and underlying causality. <br>Consider that you are the driver, and in the middle of a huge car accident on the highway, all cars go in each their direction with no emerging patterns, there is high turbulence, and you have no time to think. You will need to act (do something), then sense if the situation is moving to the better and then respond accordingly (chaotic).		Lets consider that you are driving a car, a system that is stable one day and we believe we know how it works. When the car runs low on gasoline (simple), we fill it up. A repeating pattern where the solution is commonly known, there is a clear relationship between cause-and-effect. Let's say the car makes an unintended noise, we might have to take it to an expert that will analyse the problem and fix it (complicated), the cause-and-effect relationships are discoverable, but not by everyone. Previous examples both belong in the ordered domain. We can consider situations where we are thrown out in complex or chaotic situations where there are no right answers and underlying causality. <br>Consider that you are the driver, and in the middle of a huge car accident on the highway, all cars go in each their direction with no emerging patterns, there is high turbulence, and you have no time to think. You will need to act (do something), then sense if the situation is moving to the better and then respond accordingly (chaotic).
	All of these situations could happen one after another, and one should therefore imagine that the situation moves around in the framework, see [Fig 5].		All of these situations could happen one after another, and one should therefore imagine that the situation moves around in the framework, see [Fig 5].
			<div style="clear:both"> </div>

	==Cynefin used in projects==		==Cynefin used in projects==

LasseMadsen: /* The Cynefin model */

2014-12-01T14:08:04Z

The Cynefin model

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	'''The Cliff''' (the cliff between simple and chaotic domain)[Fig 1] <br>		'''The Cliff''' (the cliff between simple and chaotic domain)[Fig 1] <br>
	The cliff is represented as a fold in the Cynefin Framework. The cliff represents complacency (extreme simplicity), the state where the situation feels secure, but one is unaware of the potential dangers in the existing situation. When the situation moves from simple to chaos in a sudden change, e.g. the business goes from a steady place and is suddenly thrown into chaos, the framework implies that one is fallen of the cliff. <ref name="HBR"/><ref name="HBS"/>		The cliff is represented as a fold in the Cynefin Framework. The cliff represents complacency (extreme simplicity), the state where the situation feels secure, but one is unaware of the potential dangers in the existing situation. When the situation moves from simple to chaos in a sudden change, e.g. the business goes from a steady place and is suddenly thrown into chaos, the framework implies that one is fallen of the cliff. <ref name="HBR"/><ref name="HBS"/>

			<div style="clear:both"> </div>

	==Guide on leadership==		==Guide on leadership==

LasseMadsen: /* The Cynefin model */

2014-12-01T14:07:14Z

The Cynefin model

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	==The Cynefin model==		==The Cynefin model==
	[[File:Order_vs._unorder.jpg\|150px\|thumb\|right\|Fig 2: Order vs. unorder]]		[[File:Order_vs._unorder.jpg\|150px\|thumb\|right\|Fig 2: Order vs. unorder. Source: Author]]
	The Cynefin framework distinguieshes between order, unorder and disorder.<ref name="Hasan"/> It describes five domains that leaders can use for categorizing operating contexts for making appropriate choices. Each domain requires different action.<ref name="HBR"/> The '''simple and complicated''' domains assume an ordered universe[Fig 3 & 2], where decisions can be based on facts, right answers can be determined and there is a direct link between cause-and-effect. Whereas the '''complex and chaotic''' domains are unordered[Fig 4 & 2] and deals with uncertainty, there are no direct link between cause-and-effect, and decisions and right answers are searched for in emerging patterns. In the the final domain, '''disorder''' it is hard to determine when one is in it. Different leaders have different opinions, and the way out, is to break the situation down to smaller parts, and assign each sub-situation to one of the four domains. <ref name="HBR"/>		The Cynefin framework distinguieshes between order, unorder and disorder.<ref name="Hasan"/> It describes five domains that leaders can use for categorizing operating contexts for making appropriate choices. Each domain requires different action.<ref name="HBR"/> The '''simple and complicated''' domains assume an ordered universe[Fig 3 & 2], where decisions can be based on facts, right answers can be determined and there is a direct link between cause-and-effect. Whereas the '''complex and chaotic''' domains are unordered[Fig 4 & 2] and deals with uncertainty, there are no direct link between cause-and-effect, and decisions and right answers are searched for in emerging patterns. In the the final domain, '''disorder''' it is hard to determine when one is in it. Different leaders have different opinions, and the way out, is to break the situation down to smaller parts, and assign each sub-situation to one of the four domains. <ref name="HBR"/>

	'''The domains of order:'''[[File:Order_vs._unorder_svc.jpg\|150px\|thumb\|right\|Fig 3: Complicated and simple domains]]		'''The domains of order:'''[[File:Order_vs._unorder_svc.jpg\|150px\|thumb\|right\|Fig 3: Complicated and simple domains. Source: Author]]
	'''1. The simple domain '''(known knowns) <br>		'''1. The simple domain '''(known knowns) <br>
	The domain of best practice, known-knowns, here we know exactly what we are doing and we have done it before, so we Sense, Categorize and Respond (S-C-R)<ref name="HBR"/><ref name="HBS"/>		The domain of best practice, known-knowns, here we know exactly what we are doing and we have done it before, so we Sense, Categorize and Respond (S-C-R)<ref name="HBR"/><ref name="HBS"/>
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	The domain where we do not know what is going on, but we know that we can analyse what has happened and figure it out. We Sense, Analyse and Respond (S-A-R)<ref name="HBR"/><ref name="HBS"/>		The domain where we do not know what is going on, but we know that we can analyse what has happened and figure it out. We Sense, Analyse and Respond (S-A-R)<ref name="HBR"/><ref name="HBS"/>

	'''The domains of unorder:'''[[File:Order_vs._unorder_final.jpg\|150px\|thumb\|right\|Fig 4: All domains]]		'''The domains of unorder:'''[[File:Order_vs._unorder_final.jpg\|150px\|thumb\|right\|Fig 4: All domains. Source: Author]]
	'''3. The complex domain '''(unknown unknowns) <br>		'''3. The complex domain '''(unknown unknowns) <br>
	In the complex domain we can not determine what will be the outcome, but we can run some experiments and see if they will move us in the right direction. We Probe, Sense and Respond (P-S-R).		In the complex domain we can not determine what will be the outcome, but we can run some experiments and see if they will move us in the right direction. We Probe, Sense and Respond (P-S-R).

LasseMadsen at 14:05, 1 December 2014

2014-12-01T14:05:40Z

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	[[Category:Project Management]][[Category:Complexity]][[Category:Management]][[Category:Human Behaviour]][[Category:Uncertainty]][[Category:Visual tools]]		[[Category:Project Management]][[Category:Complexity]][[Category:Management]][[Category:Human Behaviour]][[Category:Uncertainty]][[Category:Visual tools]]
	[[File:Cynefin_as_of_1st_June_2014.png‎\|200px\|thumb\|right\|Fig 1: The Cynefin Framework]]		[[File:Cynefin_as_of_1st_June_2014.png‎\|200px\|thumb\|right\|Fig 1: The Cynefin Framework Source: Author]]

	This article will introduce the Cynefin framework and its underlying practices. A framework that is used for sense- and decision making in a complex and complicated world. <ref name="HBR"/>		This article will introduce the Cynefin framework and its underlying practices. A framework that is used for sense- and decision making in a complex and complicated world. <ref name="HBR"/>

LasseMadsen: /* Perspective on organisational theory and paradigms */

2014-12-01T13:57:52Z

Perspective on organisational theory and paradigms

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	When introduced to complex situations, former practitioners have relied on reductionistic scientific methods<ref name="ergonomics"/>, which assumes that complex systems are nothing but a sum of its parts<ref name="reductionism"/>. Managers have therefore made decisions by breaking down the situations into sub-parts and analysed each part individually, implying that the answer to the complex problem could be found in the sum of cause-and-effect relationships.		When introduced to complex situations, former practitioners have relied on reductionistic scientific methods<ref name="ergonomics"/>, which assumes that complex systems are nothing but a sum of its parts<ref name="reductionism"/>. Managers have therefore made decisions by breaking down the situations into sub-parts and analysed each part individually, implying that the answer to the complex problem could be found in the sum of cause-and-effect relationships.

	The method of reductionism is, however, contradicting with the ideology of decision making in complexity. ~~When reductionist~~ thinking asserts that we proceed when certain<ref name="reductionism"/>, complexity thinking enables us to proceed by probing that which always be uncertain<ref name="HBR"/>.		The method of reductionism is, however, contradicting with the ideology of decision making in complexity. Reductionist thinking asserts that we proceed when certain<ref name="reductionism"/>, where complexity thinking enables us to proceed by probing that which always will be uncertain<ref name="HBR"/>.

	The left hand side of the Cynefin Framework (complexity and chaos), therefore breaks with traditional modernistic decision making, by introducing sense- and decision making approaches in situations that does not have underlying causality. It is therefore belonging in the [[post-modern paradigm]], where there are no definite answers to situations and problems<ref name="Hatch"/>.		The left hand side of the Cynefin Framework (complexity and chaos), therefore breaks with traditional modernistic decision making, by introducing sense- and decision making approaches in situations that does not have underlying causality. It is therefore belonging in the [[post-modern paradigm]], where there are no definite answers to situations and problems<ref name="Hatch"/>.

LasseMadsen: /* Cynefin used in projects */

2014-12-01T13:54:59Z

Cynefin used in projects

← Older revision		Revision as of 13:54, 1 December 2014
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	As a health promotion campaign in Australia, a governmental transport working group, used the Cynefin Framework to make sense of a project to increase active transport. <br>		As a health promotion campaign in Australia, a governmental transport working group, used the Cynefin Framework to make sense of a project to increase active transport. <br>
	In a workshop, the group started to write down description of processes, events, tasks, programmes and concerns on post-it notes. <br>		In a workshop, the group started to write down description of processes, events, tasks, programmes and concerns on post-it notes. <br>
	They then decided where to place each of the notes in one of the four corners (simple, complicated, complex and chaotic) on a white board. One of the post it notes "Increase Regional Transport Options" could not be allocated into one of the domains, and remained in the disorder domain. <br>		They then decided where to place each of the notes in one of the four corners (simple, complicated, complex and chaotic) on a white board. One of the post it notes ''"Increase Regional Transport Options"'' could not be allocated into one of the domains, and remained in the disorder domain. <br>
	The note from the disorder domain was split into sub ideas such as "Survey Needs", "Lobby for policy change" and "Integrate bus routes". The group could now make sense of the tasks and place them accordingly.		The note from the disorder domain was split into sub ideas such as ''"Survey Needs"'', ''"Lobby for policy change"'' and ''"Integrate bus routes"''. The group could now make sense of the tasks and place them accordingly.
	The figure ~~to the right,~~ shows an example on how the group used the Cynefin Framework, to understand how planning, project management and decision making changes in the transitions between domains. <ref name="ergonomics"/>. <br>		The figure [Fig 6] shows an example on how the group used the Cynefin Framework, to understand how planning, project management and decision making changes in the transitions between domains. <ref name="ergonomics"/>. <br>
	The figure [Fig 6] shows how a complex issue can change into the ordered domain for analysis or implementing best practice. Or into the simple domain, since the work group on a routine basis creates computer mapping reports. When it becomes complex when facilitating a workshop for solving transport problems<ref name="ergonomics"/>.		The figure [Fig 6] also shows how a complex issue can change into the ordered domain for analysis or implementing best practice. Or into the simple domain, since the work group on a routine basis creates computer mapping reports. When it becomes complex when facilitating a workshop for solving transport problems<ref name="ergonomics"/>.

	==LEGO game for management training==		==LEGO game for management training==

LasseMadsen: /* Cynefin used in projects */

2014-12-01T13:50:45Z

Cynefin used in projects

← Older revision		Revision as of 13:50, 1 December 2014
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	==Cynefin used in projects==		==Cynefin used in projects==
	The Cynefin framework can be used in projects as a sense-making tool and as a common language for dealing with complexity<ref name="HBR"/><ref name="Larry"/>. When using the framework in [[project management]], Snowden emphasizes using the framework as a collective sense-making method that allows specific patterns to emerge over time in the understanding of the project <ref name="Larry"/>.		The Cynefin framework can be used in projects as a [[sense-making tool]] and as a common language for dealing with complexity<ref name="HBR"/><ref name="Larry"/>. When using the framework in [[project management]], Snowden emphasizes using the framework as a collective sense-making method that allows specific patterns to emerge over time in the understanding of the project <ref name="Larry"/>.

	Snowden's idea with sense-making in projects is to provide a common understanding by introducing a language used for understanding the environment. Snowden claims that experts' language is too restricted and abstract for managing complexity in project work, and remains about the problem but still far above it<ref name="Larry"/>. Snowden therefore emphasizes the role of language in sense-making about complexity in projects and especially as a communicator to create meaningfull messages that are informative, comprehensive and not oversimplified <ref name="HBS"/><ref name="Larry"/>.		Snowden's idea with sense-making in projects is to provide a common understanding by introducing a language used for understanding the environment. Snowden claims that experts' language is too restricted and abstract for managing complexity in project work, and remains about the problem but still far above it<ref name="Larry"/>. Snowden therefore emphasizes the role of language in sense-making about complexity in projects and especially as a communicator to create meaningfull messages that are informative, comprehensive and not oversimplified <ref name="HBS"/><ref name="Larry"/>.

LasseMadsen: /* The driving example */

2014-12-01T13:49:43Z

The driving example

← Older revision		Revision as of 13:49, 1 December 2014
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	[[File:Moving.jpg\|200px\|thumb\|right\|Fig 5: Situational changes]]		[[File:Moving.jpg\|200px\|thumb\|right\|Fig 5: Situational changes]]
	A very simple example that is used in literature to explain the domains and contexts is the example of driving a car. <ref name="HBR"/>		A very simple example that is used in literature to explain the domains and contexts is the example of driving a car. <ref name="HBR"/>
	Lets consider that you are driving a car, a system that is stable one day and we believe we know how it works. When the car runs low on gasoline (simple), we fill it up. A repeating pattern where the solution is commonly known, there is a clear relationship between cause-and-effect. Let's say the car makes an unintended noise, we might have to take it to an expert that will analyse the problem and fix it (complicated), the cause-and-effect relationships are discoverable, but not by everyone. Previous examples both belong in the ordered domain. We can consider situations where we are thrown out in complex or chaotic situations where there are no right answers and underlying causality. <br>Consider that you are the driver, and in the middle of a huge car accident on the highway, all cars go in each their direction with no emerging patterns, there is high turbulence, and you have no time to think. You will need to act(do something), then sense if the situation is moving to the better and then respond accordingly(chaotic).		Lets consider that you are driving a car, a system that is stable one day and we believe we know how it works. When the car runs low on gasoline (simple), we fill it up. A repeating pattern where the solution is commonly known, there is a clear relationship between cause-and-effect. Let's say the car makes an unintended noise, we might have to take it to an expert that will analyse the problem and fix it (complicated), the cause-and-effect relationships are discoverable, but not by everyone. Previous examples both belong in the ordered domain. We can consider situations where we are thrown out in complex or chaotic situations where there are no right answers and underlying causality. <br>Consider that you are the driver, and in the middle of a huge car accident on the highway, all cars go in each their direction with no emerging patterns, there is high turbulence, and you have no time to think. You will need to act (do something), then sense if the situation is moving to the better and then respond accordingly (chaotic).
	All of these situations could happen one after another, and one should therefore imagine that the situation moves around in the framework. [Fig 5]		All of these situations could happen one after another, and one should therefore imagine that the situation moves around in the framework, see [Fig 5].

	==Cynefin used in projects==		==Cynefin used in projects==