Revision as of 12:23, 14 November 2014

The Cynefin Framework

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.

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/
• Article: 'Cynefin Centre: Life after IBM' 2005, KM World, 14, 7, pp. 1-26, Business Source Premier, EBSCOhost, viewed 14 November 2014.
• Article: Elford, W. (2012). A multi-ontology view of ergonomics: applying the Cynefin Framework to improve theory and practice. Work, 41, 812.

Bibliography