CYNEFIN FRMAEWORK (Cynefin, pronounced ku-nev-in)
The framework sorts the issues facing leaders into five contexts defined by the nature of the relationship between cause and effect. Four of these—simple, complicated, complex, and chaotic—require leaders to diagnose situations and to act in contextually appropriate ways. The fifth—disorder—applies when it is unclear which of the other four contexts is predominant.
- Simple Contexts (The Domain of Best Practice)
- Complicated Contexts (The Domain of Experts)
- Complex Contexts (The Domain of Emergence)
- Chaotic Contexts (The Domain of Rapid Response)
1. Simple Contexts (The Domain of Best Practice)
Simple contexts are characterized by stability and clear cause-and-effect relationships that are easily discernible by everyone. Often, the right answer is self-evident and undisputed. In this realm of “known knowns,” decisions are unquestioned because all parties share an understanding. Areas that are little subject to change, such as problems with order processing and fulfillment, usually belong here. Simple contexts, properly assessed, require straightforward management and monitoring. Approaches for this contexts are sense, categorize, and respond.
2. Complicated Contexts (The Domain of Experts)
Complicated contexts, unlike simple ones, may contain multiple right answers, and though there is a clear relationship between cause and effect, not everyone can see it. This is the realm of “known unknowns.” Because the complicated context calls for investigating several options—many of which may be excellent—good practice, as opposed to best practice, is more appropriate. Approaches for this contexts are sense, analyze, and respond.
3. Complex Contexts (The Domain of Emergence)
In a complex context, right answers can’t be ferreted out. Flux and unpredictability. This is the realm of “unknown unknowns,” and it is the domain to which much of contemporary business has shifted. In this domain, we can understand why things happen only in retrospect. Instructive patterns, however, can emerge if the leader conducts experiments that are safe to fail. That is why, instead of attempting to impose a course of action, leaders must patiently allow the path forward to reveal itself. Approaches for this contexts are probe, sense, and respond.
4. Chaotic Contexts (The Domain of Rapid Response)
In a chaotic context, searching for right answers would be pointless: The relationships between cause and effect are impossible to determine because they shift constantly and no manageable patterns exist—only turbulence. This is the realm of unknown-able. Communication of the most direct top-down or broadcast kind is imperative; there’s simply no time to ask for input. Approaches for this contexts are act, sense, and respond.
Leadership Across Contexts
In the complex environment of the current business world, leaders often will be called upon to act against their instincts. They will need to know when to share power and when to wield it alone, when to look to the wisdom of the group and when to take their own counsel. A deep understanding of context, the ability to embrace complexity and paradox, and a willingness to flexibly change leadership style will be required for leaders who want to make things happen in a time of increasing uncertainty.