CynefinFramework final [Read-Only]

Jim Woodhill
Wageningen International
Cynefin Framework
What to do about complexity?
Implications for Learning, Participation,
Strategy and Leadership

Coming to Cynefin
How do I explain this stuff?
Knowledge as knowing (a commodity)
Knowledge as a group of actors being effective in a
given situation

What is the Cynefin Framework
A sensemaking model for understanding how to act
in situations with different levels of complexity
Based on recognizing different types of cause and
effect relations
Draws on theories of:
Complexity
Cognitive
Systems
Narrative
Networks
Developed by Dave Snowden – ex IBM knowledge
management researcher

The Framework Model
Complex
Complicated
Chaotic Simple
Source: Cognitive Edge (www.cognitiveedge.com)

The Framework Model
Complex
Complicated
Unordered Ordered
Disorder
Chaotic Simple
Source: Cognitive Edge (www.cognitiveedge.com)

Control or Emergence
Source: Cognitive Edge (www.cognitiveedge.com)

Questioning Three Assumptions
Assumptions of order
Assumption of rational choice
Assumption of intentional capability

The depth of assumptions
What we see in terms of how
decisionmaking takes place
That which directly influences
management decisionmaking
Deep drivers of our
behavior and the choices
that we make

Ordered Domain – Simple (known)
Cause and Effect:
repeatable, perceivable, and
predictable
Approach:
Sense – Categorise Respond
Methods:
Best practices
Standard operating procedures
Process reengineering
Source: Cognitive Edge (www.cognitiveedge.com)

Ordered domain – Complicated (knowable)
Cause and Effect:
Separated over time and space
Approach:
Sense – Analyse Respond
Methods:
Analytical/reductionist
Scenario planning
Systems thinking
Good practices
Source: Cognitive Edge (www.cognitiveedge.com)

Unordered Domain Complex
Cause and Effect:
Coherent in retrospect and do not
repeat
Approach:
Probe – sense Respond
Methods:
Pattern management
Perspective filters
Complex adaptive systems
Source: Cognitive Edge (www.cognitiveedge.com)

Unordered Domain Chaotic
Cause and Effect:
not perceivable
Approach:
Act – Sense Respond
Methods:
Stability focused intervention
Enactment tools
Crisis management
Source: Cognitive Edge (www.cognitiveedge.com)

Domain of Disorder
Not knowing / agreeing on where a situation lies
Problems interpreted from preference for action
Gives rise to conflict

Cynefin Dynamics
6 SWARMING
7 DIVERGENCE
CONVERGENCE
4 EXPLORATION
5 JUSTINTIME TRANSFER
x
x
1 COLLAPSE
2 IMPOSITION
3 INCREMENTAL
IMPROVEMENT
Source: Cognitive Edge (www.cognitiveedge.com)

Implications
Learning
Participation and power
Strategy
Leadership

Implications
Need different learning strategies for different
situations
Fundamentally challenges the ‘learning lessons’ and
good and best practice ambitions of many
development organisations
Probing means ‘investing in failure’