The Cynefin Framework
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==Examples of uses== | ==Examples of uses== | ||
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| + | *Critical reviews of the Cynefin Framework | ||
| + | *Risk of oversimplifying the problems | ||
=Additional reading= | =Additional reading= | ||
Revision as of 12:04, 14 November 2014
This article will introduce the Cynefin framework and its underlying practices, which can be used for sense- and decision making in a complex and complicated world. The framework is developed by David J. Snowden (born 1 April 1954), and is used by leaders to determine operative context so they can make appropriate choices.
The Cynefin framework splits the issues that faces leaders into five contexts; simple, complicated, complex, chaotic and disorder. Each of which requires different approaches to leadership style.
Contents |
History
The Cynefin model
- Simple contexts (known knowns)
- Complicated contexts (known unknowns)
- Complex contexts (unknown unknowns)
- Chaotic contexts (unknowable unknowns)
- Disorder (not determined)
Examples of contexts
- Examples of simple contexts
- Examples of complicated contexts
- Examples of Complex contexts
- Examples of Chaotic contexts
- Examples of Disorder
Examples of uses
Criticism
- Critical reviews of the Cynefin Framework
- Risk of oversimplifying the problems
Additional reading
- Harvard business review: Snowden, David J., and Mary E. Boone. "A leader's framework for decision making."
- Cynefin 101, an article by Greg Brougham http://www.infoq.com/articles/cynefin-introduction
- The new dynamics of strategy: sense-making in a complex and complicated world http://alumni.media.mit.edu/~brooks/storybiz/kurtz.pdf
- Video: (Youtube): The Cynefin Framework http://www.youtube.com/watch?v=N7oz366X0-8
- Article archive cognitive-edge.com http://cognitive-edge.com/library/more/articles/
