The Cynefin framework was developed in 1999 by Welsh consultant Dave Snowden to illustrate complex systems. It was originally anchored in the context of knowledge management and organizational strategy, but is now used as a strategy model for managing complex adaptive systems. Systems that consist of several interrelated elements, have a special capacity for adaptation and the ability to learn from their experience are referred to as complex and adaptive. This also includes, for example, larger companies or social systems.
The Cynefin framework differentiates into five different areas:
– Clear/Simple – here the relationship between cause and effect is obvious to all.
– Complicated – here the relationship between cause and effect requires analysis and/or the application of expertise
– Complex/complex – the relationship between cause and effect is perceived only in retrospect
– Chaotic/Chaotic – there is no relationship between cause and effect at the system level
– Disorder/uncertainty – the state of not knowing the nature of the relationships.
Depending on the situation, there are different recommendations for action:
– Clear: Sense – Categorize – Respond. Best practices from comparable situations are often used
– Complicated: Sense – Analyze – Respond. Important here is the exchange between the participants and a basic analysis
– Complex: Probe – Sense – Respond. Complex situations require agile methods as well as creative thinking approaches
– Chaotic: Act – Sense – Respond. Fast action is the first priority, in order to react to the emerging complicated or complex situations in the second step
– Disorder: The main thing here is to resist the inner desire to retreat into one’s comfort zone. It is important to accept the unfamiliar situation and get involved with it
The Cynefin framework can be used well to obtain a common consensus on the use of appropriate methods for a problem situation and as a sense-making model for making decisions.