The Cynefin Framework

For a long time now, we have been saying that the world is becoming increasingly complex, turbulent, uncertain, unpredictable, or [any reasonably similar synonym]. This is probably correct in a general sense. In this session, we will summarize complexity and introduce a framework—The Cynefin Framework by David Snowden—to help us understand how complex is different from complicated. 

 

The Cynefin (pronounced ku-nev-in, meaning “place” in Welsh) framework, developed by David Snowden, attempts to describe different ontological domains. Ontology (a combination of two Greek words: “Onto” = real and “Logia” = science or study) can be said to refer to fundamental characteristics of a situation. One such characteristic is if the situation has a linear or non-linear causality. The framework was first developed in the late 90-is. A more recent article is: Snowden, D. and Boone, M. (2007). "A Leader’s Framework for Decision Making," Harvard Business Review, November 2007.

The framework offers a structured way of thinking about different types of situations or problems. It also indicates methods for addressing problems depending on their domain. The idea is that there is no one-size-fits-all way to address problems. In other words, different types of problems require different types of approaches.

The framework is divided into five domains describing different types of problems or situations:

Clear: In the simple domain, problems are well-defined, and the appropriate solution is clear and widely understood. This domain is characterized by best practices and standard operating procedures, focusing on ensuring consistency and efficiency in executing tasks.

Complicated: In the complicated domain, problems are still well-defined, but the solution requires expertise and analysis. This domain is characterized by specialized knowledge and expertise, focusing on finding the best solution through research and analysis.

Complex: In the complex domain, problems are ill-defined, and the solution is not immediately obvious. This domain is characterized by unpredictability and emergence, focusing on experimentation and learning through trial and error.

Chaotic: In the chaotic domain, problems are urgent and require immediate action. This domain is characterized by crisis and the need for rapid response. The focus is on containing the situation and stabilizing the environment.

Disorder: The disorder domain represents situations where it is unclear which other domains apply. This domain is characterized by confusion and uncertainty, and the focus is on identifying and clarifying the nature of the problem before choosing an appropriate response.

 

The presentation can be found here: Introduction to Cynefin MOOC.pdf Download Introduction to Cynefin MOOC.pdf

 

 

 

(Source:Wikipedia Links to an external site.)

The "Clear" domain, has changed name over time, from Simple to Obvious and now Clear.

 

The Cynefin framework can be used for different purposes, such as:

Problem-solving: help understand the nature of a problem and choose approaches for addressing it.

Strategy development: to guide strategic decision-making by helping identify the type of environment they are operating in and choosing the appropriate strategy for that environment.

Leadership: helping leaders understand the different types of problems they are encountering and the appropriate leadership styles for each domain.

Innovation: to support innovation and experimentation by supporting individuals and teams to acknowledge the complexity and uncertainty and to apply a learning (or growth) mindset.

 

The framework is growing in popularity, but there is also important critique.

One such criticism is that it lacks empirical evidence. It is argued that the framework is based mostly on anecdotal evidence and has no strong theoretical foundation. Whereas the definitions of the domains might be seen as unproblematic, the effectiveness of the suggested approaches to problem-solving in each domain is more debatable.

Some critics argue that the framework oversimplifies situations (particularly complex situations) and fails to account for the nuances of real-world problems. It can be argued that the strict boundaries between the different domains may not accurately reflect the messiness of some complex situations. Related to this, it can be argued that the boundaries between domains may shift and change over time.

The framework has also been criticized for being static. Complex situations, in particular, are dynamic and evolve over time. Consequently, the framework's approach to problem-solving may not be sufficiently flexible.

The most important criticism, however, is the lack of guidance for decision-making. The framework provides a useful way of categorizing different types of problems. It is mostly diagnostic. It offers less guidance on how actually to solve problems or make decisions.

 

In this paper, Kurtz and Snowden (2003) explain the framework.

Kurtz & Snowden 2003.pdf Download Kurtz & Snowden 2003.pdf 

 

In this short video, David Snowden introduces his model.

 

This is a TedTak where Snowden exemplifies the use of this framework more extensively

 

 

This is a third and somewhat more detailed and perhaps more challenging discussion using the Cynefin model.

 

In this longer presentation, Chris Corrigan, in detail walks us through the model.

You can read more here: https://www.chriscorrigan.com.

 

 

Snowden started a company working with his framework. You can read more about this here: https://thecynefin.co.

Snowden and his fellow author Boone, published an article briefly outlining the framework in HBR/Magazine: A Leader’s Framework for Decision Making (David J. Snowden & Mary E. Boone, 2007).