A632.8.3.RB – Reflections on the Cynefin Framework
The
Cynefin framework was developed as a way to see problems from new viewpoints,
identify and assimilate complex concepts, and address current, real
world-problems. This process also helps to improve communication and
understand the realm of the current situation. The Cynefin framework helps
managers and executives sense which context they are in so that they can not
only make better decisions, but also problem solve when their preferred
management style fails. The goal here is for managers to be able to shift
their decision-making styles to match changing business environments. Additionally,
the Cynefin framework helps to identify these contexts and systematically
approach real issues to find a suitable solution. Given the fact that complex
situations occur in many different lights, it is essential to understand
these different complexities and apply the Cynefin accordingly. Making sense
of the complexities at hand will help to develop reasonable solutions to a
problem. The problem with this framework is that often times subtle
differences in complexities aren't apparent until it's too late.
The
concept of managing the decision making process suggests that too often the
decision maker becomes comfortable and develops a false sense of security in
one possibility that may not rely on the most appropriate strategies, subsequently,
falling into a crisis. For example, a leader within the medical field may
make a decision to pursue the treatment of the public after assuming the
existence of an epidemic. However, if the decision maker initiates the
decision making from the assumption that all information has been gathered, or
that there is a cause an effect situation; the wrong process may be followed,
resulting in an incorrect solution. It may be that the framework domain in
which the discussion needs to start is one of gathering information without
assuming the possibility of a cause and effect relationship. On the other
hand, it may also be that the domain of relevance is one where experts must be
gathered in order to ask the right question. Recovery from the wrong
process can be very costly (De La Rue, 2008).
The
simple domain, observes the relationship between cause and effect that exists,
it is predictable, and it can be determined in advance (Snowden, 2010). In this
simple domain, the relationship is apparent for every reasonable person. As
Snowden (2010) confirms, “this is a sense-categorize response as one sees what
is coming, and applies the best practice”. The complicated domain reveals a
relationship between cause and effect, with a right answer, but it is not
self-evident so it needs to be solved mathematically (Snowden, 2010). The
complex is a domain with constraints, and the decision model is
probe-sense-response strategy to move progressively toward a solution. The
chaotic system necessitates stabilizing the position quickly, and the decision
model is act-sense-respond (Snowden, 2010). It is important to very quickly
stabilize the situation, and any tactic will most likely represent the new or
unique (Snowden, 2010). The primary focus is that one-size fits all approach
often espoused by traditional management theory may not be appropriate. The
medical field in which my career focuses can benefit from the Cynefin Framework
model. Decision-making must first be understood within the appropriate
perspective in order to understand what is needed to develop a solution.
In my situation, I once had to make the decision regarding a patient care
program. One of the things that I found is that when I rely on the domain
of best practices, I am more comfortable with the final solution. The
reason I am more comfortable with the solution is that it can be tested, and
also survives the ultimate legal testing ground. As many people realize,
the medical field is closely tied to life and death choices and at the assistant
level, there is little room for creative decision making in the vital decisions.
In one opportunity, I had a patient react to a medication and relied on the
simple best practice domain. The problem was well understood, and utilized
a “scripted” solution.
In
another occasion where a situation fell into the chaotic domain was when one of
my coworkers got into the patient’s office room and discovered blood all over
the floor. The first thing was to react and stop the bleeding. We
were prepared to bring in higher-level doctors in order to determine the cause
of the patient’s bleedings. Once we were able to stabilize the patient’s
bleeding, the next step was to find out why it happened. After reading
evaluating the patient’s charts and illnesses, we were able to see that the
patient had scratched his leg with an unidentified item. And since he was under
blood-thinner medication, he would not stop bleeding on his own. Eventually,
the solution was to provide apply a solution that stops bleeding almost
immediately and to provide needed patient training regarding possible
consequences. It should not have been an unusual decision, but the cause
of the problem did not seem apparent. It was important that immediate
action be taken and that the appropriate solution be discovered as quickly as
possible. The solution was much simpler than the problem appeared.
References
De La Rue, K. (2008). Understanding complexity – the
cynefin framework. Retrieved from http://www.slideshare.net/kdelarue/keith-de-la-rue-cynefin-03-presentation
Snowden, D. (2010). The Cynefin Framework. Youtube.
Retrieved from https://www.youtube.com/watch?v=N7oz366X0-8&feature=youtu.be
Snowden, D.J., and Boone, M.E. (2007). A leaders framework
for decision making. Harvard Business Review.
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