Cynefin framework

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Cynefin framework, September 2006.png

The Cynefin framework is a knowledge management model with the task of describing problems, situations and systems. The model provides a typology of contexts that provide an indication of what kind of explanations or solutions might apply.

Cynefin is a Welsh word commonly translated 'Lebensraum' or 'Platz' in German, although this translation cannot convey its full meaning. A full translation of the word would say that we all have multiple pasts of which we can only partially be aware: cultural, religious, geographical, ancestral, etc.

The term was chosen by Welsh scholar Dave Snowden to illustrate the evolutionary nature of complex systems, including their inherent uncertainty. The name is a reminder that all human interactions are strongly influenced by and are often entirely determined by our experiences, both through the direct influence of personal experience and collective experience such as stories or music.

The Cynefin framework draws on research from the theory of complex adaptive systems, cognitive science, anthropology and narrative patterns, and evolutionary psychology. It “examines the relationship between people, experience and context” and suggests new avenues for communication, decision making, policy making and knowledge management in complex social environments.

origin

The Cynefin framework was developed by Dave Snowden in 1999 in the context of knowledge management and organizational strategy . It was originally a modification of Max Boisot's I-Space , combined with the study of actual (as opposed to proclaimed) management practice at IBM. By 2002 it had evolved to include the theory of complex adaptive systems and had begun to become a general strategy model.

description

The Cynefin framework has five domains. The first four of them are:

  • Clear (previously "Simple" or "Obvious") in which the relationship between cause and effect is obvious to everyone. The approach here is Sense - Categorize - Respond , and we can apply best practice .
  • Complicated , where the cause and effect relationship requires analysis, some other form of testing, and / or the application of expertise. Here one approaches with Sense - Analyze - Respond , and one can apply good practice .
  • Complex in which the relationship between cause and effect can only be perceived in retrospect, but not in advance. Here is the approach sample - Sense - Respond and we can emergent practices ( emergent practice ) notice.
  • Chaotic , in which there is no relationship between cause and effect at the system level (although it is in the system environment, but cannot be experienced). Here is the Act - Sense - Respond approach and we can discover innovative practices.

The fifth domain is disorder , the state of not knowing what kind of causality exists. In this state, people go back to their own comfort zone when making a decision. Used to its fullest extent, Cynefin has sub-domains and the line between “simple” and “chaotic” is seen as disastrous: complacency leads to failure.

Applications

Snowden and his team began working in the areas of knowledge management , cultural change and group dynamics . They later also dealt with some critical business processes, such as B. Product development, market entry and branding . More recently, her work has also included corporate strategy and national security issues .

Others have used the Cynefin framework for purposes such as analyzing the decision-making process within the George W. Bush administration and the influence of religion on this process, the type of response to bioterrorism, and aspects of measurement in the UK National Health Service. The framework was also used for the retrospective evaluation of crisis situations, the management of risks in the food chain, the study of the interaction between civilians and the military during disaster prevention, and the identification of patterns in questions from citizens to (social) service organizations.

influence

The Cynefin framework and related open source methods are used extensively by a large and growing group of practitioners worldwide: the BT Group , IBM , Oracle Corporation and Microsoft are the best known examples.

His leadership role became the cover story in the Harvard Business Review in November 2007. This article was named the Best Practitioner Paper in Organizational Behavior in 2007 by the Organizational Behavior Division of the Academy of Management , quoting: “The paper introduces an important new perspective that has great future value and does so in a clear approach that shows that it can be used. (The article) makes several significant contributions. First and foremost, he introduces complexity science as a guide to thinking and acting for managers. Second, he uses this perspective to advance a typology of contexts to help leaders sort through the variety of situations in which they must make decisions. Third, she advises executives on what actions they should take in response. "

See also

Individual evidence

  1. ↑ Louisa-Jayne O'Neill. 2004. O'Neill, Louisa-Jayne. 2004. Faith and decision-making in the Bush presidency: The God elephant in the middle of America's livingroom ( Memento of the original from May 9, 2008 in the Internet Archive ) Info: The archive link has been inserted automatically and has not yet been checked. Please check the original and archive link according to the instructions and then remove this notice. . Emergence: Complexity and Organization. Vol. 6, No. 1/2, p. 149. @1@ 2Template: Webachiv / IABot / emergence.org
  2. ↑ D. Snowden. (2000) “Cynefin, A Sense of Time and Place: an Ecological Approach to Sense Making and Learning in Formal and Informal Communities” conference proceedings of KMAC at the University of Aston, July 2000 and D. Snowden. (2000) “Cynefin: a sense of time and space, the social ecology of knowledge management”. In Knowledge Horizons: The Present and the Promise of Knowledge Management ed. C Despres & D Chauvel Butterworth Heinemann October 2000
  3. ^ Boisot Knowledge Assets 1998
  4. ↑ D. Snowden (2005) “Multi-ontology sense making - a new simplicity in decision making ” in Informatics in Primary Health Care 2005: 13:00
  5. ↑ Louisa-Jayne O'Neill. 2004. O'Neill, Louisa-Jayne. 2004. Faith and decision-making in the Bush presidency: The God elephant in the middle of America's livingroom . Emergence: Complexity and Organization. Vol. 6, No. 1/2, pp. 149-156.
  6. ^ French, Simon. Niculae, Carmen. 2005. "Believe in the Model: Mishandle the Emergency" ( Memento of the original from January 8, 2009 in the Internet Archive ) Info: The archive link was inserted automatically and has not yet been checked. Please check the original and archive link according to the instructions and then remove this notice. , Journal of Homeland Security and Emergency Management, volume 2, issue 1, (2005). @1@ 2Template: Webachiv / IABot / www.bepress.com
  7. ↑ Shepherd, Richard. Barker, Gary. French, Simon. Hard, Andy. Maule, John. Cassidy, Angela. 2006. Managing Food Chain Risks: Integrating Technical and Stakeholder Perspectives on Uncertainty. Journal of Agricultural Economics. Volume 57, Issue 2, pp. 313-327.
  8. ↑ Otten, Jan. 2006. Civiel-militaire samenwerking bij crisisbeheersing, Carré, 29 (11-12), pp. 32-34.
  9. ↑ Martha van Biene: Beyond the standard question - narrative research into question-patterns. Hogeschool Arnhem-Nijmegen, 2008, ISBN 978-90813751-1-5 .
  10. ^ David J. Snowden & Mary E. Boone: A Leader's Framework for Decision Making. In: Harvard Business Review . November 2007, pp. 69–76 ( online )
  11. ^ Organizational Behavior Division of the Academy of Management. 2008. Outstanding Practitioner Oriented Publication in OB

literature

  • Christopher Bellavita: Shape Patterns, Not Programs. In: Homeland Security Affairs. vol. II, no. 3, 2006, pp. 1-21.
  • Joachim P. Sturmberg, Carmel M. Martin: Knowing - in Medicine. In: Journal of Evaluation in Clinical Practice. Volume 14 Issue 5, 2008, pp. 767-770.
  • JM Firestone, MW McElroy: Key Issues in the New Knowledge Management. KMCI Press / Butterworth Heinemann, Burlington, MA 2003, pp. 104-133.
  • S. French: Cynefin: Repeatability, Science and Value. (PDF; 161 kB) European Working Group “Multiple Criteria Decision Aiding”. Series 3, nº 17, Spring 2008, pp. 1-5.
  • Simon French, Carmen Niculae: Believe in the Model: Mishandle the Emergency. In: Journal of Homeland Security and Emergency Management. volume 2, issue 1, (2005).
  • Lauri Koskela, Mike Kagioglou: On the Metaphysics of Production. . Proceedings of the 13th Annual Conference on Lean Construction. 2006, pp. 37-45.
  • C. Kurtz, D. Snowden: The New Dynamics of Strategy: Sense-making in a Complex-Complicated World. In: IBM Systems Journal. vol. 42, no. 3 2003, pp. 462-83.
  • P. Lambe: Organizing Knowledge: Taxonomies, Knowledge and Organizational Effectiveness. Chandos, Oxford 2007.
  • M. Lazaroff, D. Snowden: Anticipatory modes for counter terrorism. In: R. Popp, J. Yen (Eds.): Emergent Information Technologies and Enabling Policies for Counter-Terrorism. IEEE Press, Wiley, 2006.
  • A. Mark, D. Snowden: Researching practice or practicing research - innovating methods in healthcare the contribution of Cynefin. Presented paper at the Organizational Behavior in Health Care Conference on the theme of Innovation held by the Center for Health and Policy Studies (CHAPS). University of Calgary at the Banff Center Alberta Canada, 2004.
  • Louisa-Jayne O'Neill: Faith and decision-making in the Bush presidency: The God elephant in the middle of America's livingroom. (PDF; 423 kB) In: Emergence: Complexity and Organization. Vol. 6, No. 1/2, 2004, pp. 149-156.
  • Jan Otten: Civiel-militaire samenwerking bij crisisbeheersing. In: Carré. 29 (11-12), 2006, pp. 32-34.
  • Richard Shepherd, Gary Barker, Simon French, Andy Hart, John Maule, Angela Cassidy: Managing Food Chain Risks: Integrating Technical and Stakeholder Perspectives on Uncertainty. In: Journal of Agricultural Economics. Volume 57, Issue 2, 2006, pp. 313-327.
  • D. Snowden: Cynefin: a sense of time and space, the social ecology of knowledge management. In: C. Despres, D. Chauvel (Eds.): Knowledge Horizons: The Present and the Promise of Knowledge Management. Butterworth-Heinemann, Oxford 2000.
  • D. Snowden: Multi-ontology sense making - a new simplicity in decision making. In: Informatics in Primary Health Care. 2005.
  • D. Snowden: Perspectives Around Emergent Connectivity, Sense-Making and Asymmetric Threat Management. In: Public Money & Management. Volume 26 Issue 5, 2006, pp. 275-277.
  • D. Snowden, M. Boone: A Leader's Framework for Decision Making. (PDF; 259 kB) In: Harvard Business Review. November 2007, pp. 69-76.
  • J. Verdon: Transformation in the CF, Concept towards a theory of Human Network-Enabled. (PDF; 5.2 MB) National Defense, Directory of Strategic Human Resources, Research Note, Ottawa July 2005.
  • AJ Woodhill: Shaping behavior - How institutions evolve. In: The Broker. Issue 10, October 2008, pp. 4–8.