Tonight, I discovered the Cynefin Framework for decision-making. I recognized intuitively a lot of the lessons that this model illustrates when it comes to analyzing and orienting to properly make decisions and act in a business, or otherwise complicated environment. Prior to watching the video, I could not have articulated any of that intuitive understanding, which really means I didn’t have anywhere close to a full grasp of that intuition yet. If you can’t articulate something, you don’t understand it well enough.
What struck me as worth noting about the video is the following.
The Cynefin Model is a sense-making model, not a categorization model. A categorization model would be the typical 2×2 “up and to the right” model that consultants use, where the framework proceeds the data. The categorization model allows you to easily categorize data and make a decision, but the 2×2 model, for example, might not have been appropriate to perform the analysis required to make the right decision. It was rigid, so it made for quick decision-making, but that doesn’t leave room for creative or innovative ways of thinking that are essential to success in business these days.
A sense-making model, like the Cynefin model, is where the data precede the framework. The framework for action and decisions is then allowed to emerge with the data, not the other way around. The inherent assumption with the Cynefin is that a one-size fits all decision-making model may not be sufficient for all problems. With that in mind, we need a model we can use to orient ourselves to the situation at hand, analyze, and act according to model that emerges from data, not the other way around.
This fits in well with the ideas I’m working on about the importance of Social business, because the challenges of Social are creating new situations and challenging that may confound the old ways that large organizations manage and take action. In order to respond to Social, our organizations require new models for decision-making, and my sense is that the Cynefin Framework recognizes the causal differences between systems of action and decision-making, and gives us a structured method to deal with and communicate about ambiguity in a fast-moving, sometimes chaotic environment.
I think that many people are comfortable with the ambiguity, but it’s helpful to have a reputable model that can withstand the rigors of a fast-moving business.
Watch the short video.
I went off the deep end a bit here.
I still hope this helps.
Austin W. Gunter