A632.8.3.RB - Reflections on the Cynefin Framework

Throughout this module I have learned that the Cynefin framework is broadly applicable to my own type of work in the marketing industry, and frankly that it is applicable across any industry and any level of complexity in decision making environment. In the specific context of the video shared within this module there are even more ways that each specific quadrant of the Cynefin Framework can facilitate decision-making.

Within the context of the simple as stated by the video, we apply best practices (“The Cynefin Framework”, 2010). This simple quadrant can be applied to decisions that are done on an anticipated and routine bases, for example choosing a mode of transportation, deciding whether or not to pay your employees, or whether or not to exercise. In all of the previously listed situations there are rather clear solutions to the decisions and those outcomes are widely understood.

Unlike the simple context, in the complicated domain there may be a clear answer but it needs to be supported by analytics or some sort of review (“The Cynefin Framework”, 2010). In the context of my own work this complicated context is one I work in rather frequently, as I work on things rather independently that others on my team don’t have a full understanding of. This comes down to the need to provide further insight into the decision that I am proposing, and most frequently some sort of analytical review that helps my teammates grasp the concept.

Within the complex context, we are often led to conduct experiments to test out the varying solutions available (“The Cynefin Framework”, 2010). In my own experience I often call this activity done in the complex context space “piloting”, currently I am piloting a project that we are experimenting with before we deploy it out to the entire sales organization. This practice ensures that we will be better equipped to make an organization wide decision once we have seen some of the outputs resulting from the decision.

 Lastly, in a chaotic environment we either have to focus on stabilizing the environment or going into it with the goal of innovating (“The Cynefin Framework”, 2010). In my own work I am rarely in a true chaotic environment but when I am I do see it as an opportunity to first seek out a common ground where a stable decision can be made. Though I am happy to say that I am not usually not in this specific context it is certainly a great opportunity to learn and innovate.

Reference

The Cynefin Framework. (2010, July 11). Retrieved from https://youtu.be/N7oz366X0-8