Reflections on the Cynefin Framework
Often leaders chose one leadership approach claiming
to be their leadership style. Other leaders base their decision in past experiences
only. Effective leaders learn to shift their decision-making styles to match
changing business environments (Snowden & Boone, 2007). Simple,
complicated, complex, and chaotic contexts as presented by the authors, call
for different managerial responses. By correctly
identifying the governing context, staying aware of danger signals, and
avoiding inappropriate reactions, managers can lead effectively in a variety of
situations.
The
authors present four contexts and add a new one, which represents the context
and many leaders find themselves for not knowing where the situations is placed
in the framework quadrant. The main four
context are:
1. Simple
Contexts: The Domain of Known Knowns
2.
Complicated Contexts: The Domain of Known
Unkowns
3. Complex
Contexts: The Domain of Unknown Unknowns
4. Chaotic
Contexts: The Domain of Unknowables
This
week I presented examples of decision making based on the Cynefin framework on
the discussion board of
my Master studies, and I believe they are my best examples. Two of them which I
think represent and can bring up the traits of Cynefin are in the complex and simple
domain.
My Simple
Context: Rending First Aid On-board
It happens often, as I frequently operate
flights from 7 to 17 hours non-stop. All the traits from the domain mentioned
above is present in this constant decision I need to make while working. At
first, me or my team members are approached with the initial information, and
from that point on, thought questioning, we get to find the patterns and
cause-and-effect, and go through the knowledge we gained in medical training.
All our decision are based on facts, with no room for emotions or intuition on
decision making, as any mistake from not following the facts can lead us to
legal consequences.
As
the context traits involves repeating patterns and consistent event, clear
cause-and-effect relationships, existence of right answers and fact-based
management, I need to first sense, then categorize, and lastly
respond to the situation. It happens in seconds, depending on the medical
situation. I also need to ensure that proper processes are in place, delegate some
tasks depending on the complexity of the incident, base my action in best
practices, and communicate in clear and direct ways. All these traits presented
by author fits in this example.
Complex
Contexts: In-flight Decompression
In 2014, I passed through
a decompression on board, with 200+ passengers and 10+ crew members. There were
a variety of factor raising, and with that, the challenges as well. The
aircraft, from 37.000ft descended to 8.000 ft in, and this caused extended consequences.
Me, along with the other leaders, had the safety to be concern and to apply
procedures, the crew looking for guidance, and mental and emotional support,
the for passenger for clarification, and at a later stage for first aid. It is
a pattern-based situation with competing forces and ideas.
This
is a typical multiple context situation and decision-making process. At first, I
took the steps of a simple context, acting first and following commands from
the Captain. It started becoming complicated when customers and crew members started
reacting to the event (physically and mentally), when the command changed three
times in ten minutes about what to expect as a final decision, consequently affecting
my current decision. From this point, when I could move around until hours
after landing the situation was complex, and that was the stage I mainly could
play as a decision maker. That was my and the other two leaders call. Where to
land, the time available, the customer medical conditions, the crew emotional
state, the preparation for priority and emergency landing is case another
system fails, and mainly my own mental state, as my life had just been in
threat since I have faced the unknown situation until declared it was a
decompression, after a rapid and nose down descent. In this complex stage of
the situation I probed, sensed, and then responded, increases the level of communication, quickly opened up for
discussion with other leaders onboard, managed starting conditions and monitored
for emerging conditions.
5
Ways Cynefin can provide an improved context for decision making
1.
Diagnosing the context: the frameworks
allows analysis of he context based on characteristics of the situation
2.
Guideline for action: based on each
context, the framework provides a guideline for leader to act, and takes in
consideration the transition of context, consequently the possibility of the actions.
3.
Presents the threats: highlights the two
side of the coins in the leaders action, showing how vulnerable a leader can
be, independently of how good the approach is. This brings awareness to the “table”,
pushing a leader to constantly self-reflects on the Cynefin presented dangers
and any other threat that could be arisen.
4.
Provides recommendation suggests how to
deal to each threat, which in my opinion works as a closure on how effective
the framework is, while wrapping the entire context.
5.
Reinforce the importance of flexibility: independent
of the guidelines, and the list of the traits, leaders job, dangers and response,
it highlights the importance of flexibility in diagnosing and action based on
the contexts.
3
Ways each quadrant of the Cynefin Framework assists my decision-making
Simple Context
1.
Increase my awareness of complacency
2.
Keep me focused on the context diagnosis,
not facing complex and complicated context as simple
3.
Reinforce the importance of micromanaging
avoidance
Complicated Context
1.
Make me consider the creation of panels
2.
Reinforces the importance of inclusion of
stakeholders.
3.
Makes me aware of the common neglection of
nonexperts and its risk
Complex Context
1.
Highlights patience and the importance of deep
reflection
2.
Increase my awareness of possibly acting
as in simple context, with command and control approach
3.
Makes me aware of how important it is to be
aware of emergences, more than fact awareness.
Chaotic Context
1.
Makes me accept there is not right answer
and failing is part of the context
2.
Makes me understand how to understand the
context, pushing me to act first, instead of sensing first.
3.
Teaches the right approach on transforming
the chaotic, a complex context, gaining control and awareness and the decision
making process unroll.
Reference
Snowden, D. F., & Boone, M. E. (2007). A leader's framework for decision making. Harvard Business Review, 85, 68-76.
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