The Cynefin Framework was developed by a Welshman, David Snowden, in 1999. (Cynefin (kuh-NEV-in) is a Welsh phrase that means habitat.) The essential precept is that conditions you encounter, issues you are attempting to resolve, will match into one in every of these 4 classes. The darkish blob within the middle represents dysfunction.
In my profession as an intelligence analyst, many catastrophes—huge and small—occurred when choice makers assumed the state of affairs they had been attempting to repair was apparent or at finest sophisticated, when in actuality it was complicated and maybe even considerably chaotic. If a state of affairs is easy (the fitting aspect of the chart) then trigger and impact is evident and, given sufficient analysis, efficient interventions might be devised. Experience is normally fairly helpful in coping with simple issues as a result of understanding extra about its variables and causal nodes will get you to a greater choice.
However when you’ve misdiagnosed your drawback units, and also you’re really grappling with complicated conditions, then nearly each approach that helps you with less complicated issues is definitely a hindrance in coping with complexity. Advanced conditions are tough to return to grips with as a result of trigger and impact relationships are unclear and/or dynamic, and the easiest way to navigate them is commonly by way of path and error. One notably bedeviling attribute of complicated conditions is that counting on experience usually leads you astray. The knowledgeable thinks she is aware of how issues work and implements options that simply make issues worse. Have any of you lived this state of affairs?
Making use of the Cynefin framework to the issue of organizational change illuminates a persistent pathology: most change initiatives are pursued as if implementation will likely be sophisticated, when in reality getting a brand new concept off the bottom is complicated and infrequently chaotic. IT implementations are a working example. IT modernization efforts that by no means really noticed the sunshine of day had been the basso ostinato of my authorities profession.
Each the established order and Rebels at Work are responsible of underestimating the complexity of no matter they’re attempting to do. Typically, organizations are caught in a course of that requires them to undergo a labyrinth of steps that court docket catastrophe; rebels presumably have extra freedom to improvise. Most change initiatives that rebels foyer for will, I confidently assert, be COMPLEX. (Just about something that includes human response and feelings will likely be COMPLEX, if not chaotic.) That’s why profitable Rebels at Work inform us they take advantage of progress by way of tiny pivots: taking small steps ahead, evaluating the teachings, adjusting when obligatory (and it’s all the time obligatory), after which taking one other small step.
So the following time you see an issue that’s value fixing, ask your self the place it sits on the Cynefin framework. My recommendation is to imagine the state of affairs is complicated and demand numerous proof factors earlier than you let anybody change your thoughts.