decision. Disorder is the space in the middle. The imperative here is to move to a known domain by gathering information on what you know or identify what you don’ t know. In full use, the Cynefin framework has sub-domains, and the boundary between obvious and chaotic is seen as a catastrophic one: complacency leads to failure.
The Cynefin framework tells us is why it is important to be able to differentiate between order and un-order. In its simplest terms the approach we use should allow the distinction between order and un-order. If we have seen this before or have experience that can be leveraged, the problem is ordered. If we haven’ t seen this before and it is truly novel, then this is something that we may be better off exploring first; therefore, we treat it as un-ordered. In conditions of uncertainty we should consider the worst case, not the simplest, which means that if is ordered then deal with it as complicated; and engage experts, and if un-ordered then treat it as chaotic and act in an attempt to stabilise the situation. This avoids over simplifying the situation, which is common place.
Much of the management theory available today treats problems as ordered. It defines an ideal future state and tries to close the gap. In reality, what matters is accurately being able to describe the present state and then, of the things you can change, knowing where you can influence the effects of the change and move to a safe-to-fail experimental management of the present, to move forward to a future state which is more sustainable.
Cynefin explains how to recognise and approach the management of different situations. Understanding and responding appropriately is important. Experience, best practice and knowledge, applied in an incorrect context is at best ineffective and at worst harmful. So whilst case base reasoning is useful for ordered environments and obvious decisions, it fails in complex situations. The application of the Cynefin theory is very relevant to IT leaders who need to embrace complexity and paradox, and a willingness to adapt leadership style. Leaders need to be able to identify the context they’ re working in at any given time and also be able to change their behaviour and their decisions to match that context.
Leaders who don’ t recognize that a complex domain requires a more experimental mode of management will be ill equipped to perform during conditions of uncertainty.
It is my belief that the time has come to broaden the traditional approach to leadership and decision making and form a new perspective based on complexity science.
The Cynefin framework allows leaders to consider things from new viewpoints, assimilate complex concepts, and address real-world problems and opportunities. Cynefin signifies the multiple factors in each individual’ s environment and experience that
influence them in ways they can never understand. Using the approach, leaders can learn to define the framework with examples from their own organisation’ s history and scenarios of its possible future. This helps executives rapidly understand the context in which they are operating; an imperative for successful leadership.
Michelle Major-Goldsmith
Manager, Service Management Capability Kinetic IT
Michelle Major-Goldsmith is the Service Management Capability Manager with Kinetic IT. Her role is not to‘ just train’ but rather to educate, mentor and advise Kinetic IT staff and its customers in the principles of service management and the practical application of these principles in various environments. Michelle has been in the industry for over twenty-five years and has worked across many continents. She was formerly Training Director at UK service management company Sysop and Head of Service Desks at RAC Motoring Services. In addition to her role with Kinetic IT, Michelle is also the chair of the ATO Advisory Council( AAC) and AXELOS’ Working Group and, as such, is instrumental in shaping the accredited training of AXELOS’ best practices. She has published extensively within the Service Management arena.
References: http:// cynefin. bangor. ac. uk / cynefin. php. en https:// en. wikipedia. org / wiki / Cynefin _ Framework https:// hbr. org / 2007 / 11 / a-leaders-framework-for-decision-making http:// cognitive-edge. com /
9 itSMF Bulletin— June 2017