The Cynefin Framework can benefit decision-making in that it provides a simplistic analysis and categorization method for framing and understanding decisions. According to Snowden and Boone (2007) the Cynefin Framework also has a fifth element classified as disorder which accounts for all elements not encompassed in the four quadrants. In my professional experience I have had the opportunity to encounter decisions made from each of the four quadrants of the Cynefin model.
Complex: This example deals with the impact of legislative funding cuts to behavioral health. Each year the legislature determines how much funding will go toward community behavioral health centers. During a year of tight budget proceedings in Florida, there was a concern for individuals loosing their employment. The biggest uncertainty was even knowing how many would remain. To adequately prepare, it took a significant amount of effort to try to understand the complex ramifications of losing one employee, two employees, which departments, how services would be impacted. Thankfully, the budget did not cause significant strain and the only employees that were no longer with the agency were those that retired or transitioned into another position at another agency.
Chaos: When I was a teacher of students with disabilities, there was a threat of an armed gunman on campus. Knowing that we would be unable to vacate the room or move the students without making a significant amount of noise, I immediately assessed the situation and requested that the assistants bring the students into the large bathrooms where we could shut and lock the doors. There were many options for response, though we had not been trained on how to respond systematically previously. The "shooter" ended up being a young man with a paintball gun that was not handling his emotions well at the time. Everyone was okay but the event allowed for future implementation of standardized response measures.
The five ways the Cynefin Model can benefit decision making are as follows:
1. Standard process- By incorporating the Cynefin model, the decision can be based on standard process. As a leader, I will be able to know based on the elements of the decision which quadrant I am operating in and then I can determine if there is a way to move from a place of chaos to a place of standardization.
2. Awareness of alternatives- By looking at the decision in close proximity to the other quadrants, it is clear what type of leadership decision is being made and what factors may be present in the situation that could be impacting the outcome. The leader could then determine if the situation was in chaos, how to best approach that situation and make sure they are not reacting in a simplistic method or using standards/best practice only to react.
3. Perspective analysis- The Cynefin framework allows the leader to analyze their frames and perspectives in categorizing the decision into the four quadrants. It would behoove the leader to have another person categorize the situation and determine if the leaders perspective aligns with key stakeholders that share the company's vision.
4. Pattern development- This quadrant model would provide the leader a method of determining what patterns are occurring and determine how best to mitigate risks or change their environment to bring future decisions from a place of chaos or complexity to a place of simplicity and standardization.
5. Data- By categorizing the situation into the four models, the leader could then log their decisions and the type of Cynefin framework the situations are falling into as they lead. This woul allow the leader quality reflection and perhaps changes in their own leadership behavior to improve business operations.
ReferencesSnowden, David J. and Boone, Mary E. (November 2007). A Leader's Framework for Decision Making. Harvard Business Review. Boston, MA: Harvard Business School Publishing.
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