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Summary on the Cynefin framework
Topic: Cynefin framework
by Stefanie, 2018 Cohort
Note: This entry was created in 2018, when the task was to “summarise a key reading”, and so may not represent a good example to model current primer entries on.
What is it?#
The Cynefin Framework was developed to assist leaders, policy makers and decision makers make sense of complexity by identifying how they perceive a situation and to make sense of their own and other peoples behaviour.
What is its utility?#
The goal of the Cynefin framework is to augment decision makers skills by helping them avoid the trap of a one size fits all approach to problems. To address this, the framework assists decision makers choose the most appropriate decision model as opposed to relying on individuals most favoured practice or habits.
How it works#
The Cynefin framework is divided into 5 domains, Obvious (simple), Complicated, Complex, Chaotic and disorder. Systems can be categorised into these domains by the relationship between cause and effect. The complicated and obvious domains are considered ordered. That is, when a change is made to a system in this domain, the relationship between cause and effect is known or can be ascertained. The complex and chaotic domains are unordered as this relationship is unascertainable or can only be deduced with hindsight.
Situations fall into the….#
OBVIOUS/ SIMPLE domain..#
..when a change can be made to a problem/system, and the result is obvious/ can be predicted by a reasonable person. In such circumstances, best practice is advised. For example the use of protocol, a recipe or a manual.
- Example: worksite heart health screening programs to ensure early intervention. The appropriate decision-making model is to sense incoming information (e.g. blood pressure data), categorise it (high/low) and then respond (advice/referral).
COMPLICATED domain..#
…when a change is made to the system and the result can be predicted. However, unlike the obvious domain, this relationship is not self-evident and requires logical analysis or expertise in the matter in order to be determined.
- For example, the cause of a broken down car may not be evident to the lay person. However, experts (mechanics) could identify the issue. Different mechanics may have differing but valid approaches to fixing the car. In such circumstances individuals should apply good practice, to determine which solution is best fit. Here, this may require a cost analysis.
COMPLEX domain..#
…when a relationship between cause and effect exists but it is impossible to predict or pre- determine and thus can only be perceived in hindsight. The Complex domain requires application of safe-to- fail experiments to ascertain
- For example, experts are put in a room with a mix of materials and told to use these materials to fix a rocket ship. The experts must undertake safe-to-fail experiments with materials to find a solution.
CHAOTIC domain..#
…when there is no connection between cause and effect. That is, any change made to the system cannot be predicted. Experiments must be taken in this space to determine whether a pattern emerges which would render it in the complex domain.
- For example, following 9/11, the Mayor of New York was required to use novel practice to stabilise the situation and respond.
DISORDER domain..#
…when it is unclear whether it falls into obvious/complicated/complex/chaotic. The best response to such situations is to break the system into discrete components and assign them to the most appropriate domain.
The Cynefin Framework is a highly useful tool for making sense of complexity. Indeed, the framework has been successfully used for policy making, supply chain management, branding and customer relations, the management of food chain risks, homeland security and network science. The following general resources will assist in providing further information concerning the application of the framework and its utility.
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Disclaimer#
This content has been contributed by a student as part of a learning activity.
If there are inaccuracies, or opportunities for significant improvement on this topic, feedback is welcome on how to improve the resource.
You can improve articles on this topic as a student in "Unravelling Complexity", or by including the amendments in an email to: Chris.Browne@anu.edu.au
Note: This entry was created in 2018, when the task was to “summarise a key reading”, and so may not represent a good example to model current primer entries on.
What is it?#
The Cynefin Framework was developed to assist leaders, policy makers and decision makers make sense of complexity by identifying how they perceive a situation and to make sense of their own and other peoples behaviour.
What is its utility?#
The goal of the Cynefin framework is to augment decision makers skills by helping them avoid the trap of a one size fits all approach to problems. To address this, the framework assists decision makers choose the most appropriate decision model as opposed to relying on individuals most favoured practice or habits.
How it works#
The Cynefin framework is divided into 5 domains, Obvious (simple), Complicated, Complex, Chaotic and disorder. Systems can be categorised into these domains by the relationship between cause and effect. The complicated and obvious domains are considered ordered. That is, when a change is made to a system in this domain, the relationship between cause and effect is known or can be ascertained. The complex and chaotic domains are unordered as this relationship is unascertainable or can only be deduced with hindsight.
Situations fall into the….#
OBVIOUS/ SIMPLE domain..#
..when a change can be made to a problem/system, and the result is obvious/ can be predicted by a reasonable person. In such circumstances, best practice is advised. For example the use of protocol, a recipe or a manual.
- Example: worksite heart health screening programs to ensure early intervention. The appropriate decision-making model is to sense incoming information (e.g. blood pressure data), categorise it (high/low) and then respond (advice/referral).
COMPLICATED domain..#
…when a change is made to the system and the result can be predicted. However, unlike the obvious domain, this relationship is not self-evident and requires logical analysis or expertise in the matter in order to be determined.
- For example, the cause of a broken down car may not be evident to the lay person. However, experts (mechanics) could identify the issue. Different mechanics may have differing but valid approaches to fixing the car. In such circumstances individuals should apply good practice, to determine which solution is best fit. Here, this may require a cost analysis.
COMPLEX domain..#
…when a relationship between cause and effect exists but it is impossible to predict or pre- determine and thus can only be perceived in hindsight. The Complex domain requires application of safe-to- fail experiments to ascertain
- For example, experts are put in a room with a mix of materials and told to use these materials to fix a rocket ship. The experts must undertake safe-to-fail experiments with materials to find a solution.
CHAOTIC domain..#
…when there is no connection between cause and effect. That is, any change made to the system cannot be predicted. Experiments must be taken in this space to determine whether a pattern emerges which would render it in the complex domain.
- For example, following 9/11, the Mayor of New York was required to use novel practice to stabilise the situation and respond.
DISORDER domain..#
…when it is unclear whether it falls into obvious/complicated/complex/chaotic. The best response to such situations is to break the system into discrete components and assign them to the most appropriate domain.
The Cynefin Framework is a highly useful tool for making sense of complexity. Indeed, the framework has been successfully used for policy making, supply chain management, branding and customer relations, the management of food chain risks, homeland security and network science. The following general resources will assist in providing further information concerning the application of the framework and its utility.