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Lectura Know Your Domain

The Cynefin Framework, developed by Kurtz and Snowden, categorizes situations into five domains: Obvious, Complicated, Complex, Chaotic, and Disorder, each requiring different approaches for effective problem-solving and decision-making. It emphasizes the importance of understanding the context of a situation to determine the appropriate response, particularly highlighting the challenges of managing complex systems where outcomes are unpredictable. Leaders must adopt an experimental mindset in complex domains to allow for the emergence of solutions rather than imposing order, which can hinder progress.

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5 views

Lectura Know Your Domain

The Cynefin Framework, developed by Kurtz and Snowden, categorizes situations into five domains: Obvious, Complicated, Complex, Chaotic, and Disorder, each requiring different approaches for effective problem-solving and decision-making. It emphasizes the importance of understanding the context of a situation to determine the appropriate response, particularly highlighting the challenges of managing complex systems where outcomes are unpredictable. Leaders must adopt an experimental mindset in complex domains to allow for the emergence of solutions rather than imposing order, which can hinder progress.

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ydlams
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We take content rights seriously. If you suspect this is your content, claim it here.
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com/10x-curiosity/know-your-domain-the-cynefin-framework-dc28648558f1

Know your Domain — The Cynefin Framework


Tom Connor

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Apr 11, 2018 · 4 min read

With problem solving and decision making (different sides of the same coin?) there are
different approaches depending on the situation. An approach that works well in one
situation can prove ineffective or even counterproductive in another. A framework that
can help you think about this is the Cynefin Framework developed by Kurtz and Snowden.

This is a sensemaking framework that provides you a context to think through the details
of a situation, classify it and understand the appropriate response to make the most of the
situation. As per the diagram below the Cynefin Framework outlines five domains:

Obvious or Simple (the known) — We’ve seen this a million times and as such can
categorize and respond according to established best practices. The relationship between
cause and effect is well known.

Complicated (the knowable) — Although we don’t immediately know what is happening,


we can analyze the situation and come to a conclusion of what must be done. We can
enlist experts to analyze, set up constraints and a process addressing resolution.

Complex (the unknowable) — We’re not able to determine what will cause a particular
result. The best course of action is to conduct experiments and check if any or all take us in
the correct direction. A lot of time when human opinion and decision is involved we could
be working in this area; simply because humans are complex beings.

Chaotic (the incoherent) — The situation is very unstable. We don’t have time to
experiment or probe since the situation is dire and we need to act. An IT issue that must be
taken care of immediately with no delay may be categorized as such. If we have no time to
figure out a system deadlock issue, we may opt to get ourselves out of this chaotic state by
rebooting the server.

Disorder (not determined) — Anything whose domain has not been determined falls into
this domain.
Cynefin Framework

An interesting point to make about the placement of the “Simple” and “Chaotic” domains
next to each other is to make the point that poorly managed simple systems can quickly
become chaotic, requiring rapid triage to bring back under control.

Of particular interest to me is the un-ordered “Complex” domain which Snowden


describes in some detail in an excellent HBR article as having the following characteristics:

It involves large numbers of interacting elements.

The interactions are nonlinear, and minor changes can produce disproportionately major
consequences.

The system is dynamic, the whole is greater than the sum of its parts, and solutions can’t
be imposed; rather, they arise from the circumstances. This is frequently referred to as
emergence

The system has a history, and the past is integrated with the present; the elements evolve
with one another and with the environment; and evolution is irreversible.

Though a complex system may, in retrospect, appear to be ordered and predictable,


hindsight does not lead to foresight because the external conditions and systems
constantly change.
Unlike in ordered systems (where the system constrains the agents), or chaotic systems
(where there are no constraints), in a complex system the agents and the system constrain
one another, especially over time. This means that we cannot forecast or predict what will
happen.

Leaders who don’t recognise that a complex domain requires a more experimental mode of
management may become impatient when they don’t seem to be achieving the results
they were aiming for. They may also find it difficult to tolerate failure, which is an essential
aspect of experimental understanding. If they try to overcontrol the organization, they will
preempt the opportunity for informative patterns to emerge. Leaders who try to impose
order in a complex context will fail, but those who set the stage, step back a bit, allow
patterns to emerge, and determine which ones are desirable will succeed.

Decisions in multiple contexts — A leaders guide

Let me know what you think? I’d love your feedback. If you haven’t already then sign up
for a weekly dose just like this.

More like this from 10x Curiosity


● Systems Archetypes- Places to intervene — An advantage with using systems
archetypes as a problem solving methodology is that places to intervene in the system
can be thought through and played with.

● The Multi-Armed Bandit — to explore or exploit? — When faced with a decision to go


with what you know or strike out in a new direction, which do you choose?

● Survivorship Bias — We see this “Surviving” population as somehow special when in


actual fact it might have got there through no more than sheer ass.

● Antifragile — Becoming stronger with failure — Antifragile. A thought provoking


concept developed by Nassim Taleb in a book by the same name.

● The Helsinki Bus Theory — When to stick it out — Stay on the bus

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