381:
420:
459:
33:
322:
346:), the situation is stable, and the relationship between cause and effect is clear: if you do X, expect Y. The advice in such a situation is to "senseācategorizeārespond": establish the facts ("sense"), categorize, then respond by following the rule or applying best practice. Snowden and Boone (2007) offer the example of loan-payment processing. An employee identifies the problem (for example, a borrower has paid less than required), categorizes it (reviews the loan documents), and responds (follows the terms of the loan). According to
635:
561:
243:
931:
four states are not entirely drawn from systems theories or even theories of chaos and complexity. Cynefin draws heavily on network theory, learning theories, and third-generation knowledgement management."Crucially, compared with many network and company approaches, Cynefin also takes an epistemological as well as an ontological stance. Similar to the
367:). When success breeds complacency ("best practice is, by definition, past practice"), there can be a catastrophic clockwise shift into the chaotic domain. They recommend that leaders provide a communication channel, if necessary an anonymous one, so that dissenters (for example, within a workforce) can warn about complacency.
441:"probeāsenseārespond". Hard insurance cases are one example. "Hard cases ... need human underwriters," Stewart writes, "and the best all do the same thing: Dump the file and spread out the contents." Stewart identifies battlefields, markets, ecosystems and corporate cultures as complex systems that are "impervious to a
585:
in earlier versions of the framework). By definition it is hard to see when this domain applies. "Here, multiple perspectives jostle for prominence, factional leaders argue with one another, and cacophony rules", write
Snowden and Boone. "The way out of this realm is to break down the situation into
401:
domain consists of the "known unknowns". The relationship between cause and effect requires analysis or expertise; there are a range of right answers. The framework recommends "senseāanalyzeārespond": assess the facts, analyze, and apply the appropriate good operating practice. According to
Stewart:
900:
Snowden and Boone (2007): "The framework sorts the issues facing leaders into five contexts defined by the nature of the relationship between cause and effect. Four of theseāsimple, complicated, complex, and chaoticārequire leaders to diagnose situations and to act in contextually appropriate ways.
930:
Williams and
Hummelbrunner (2010): " ... Cynefin identifies four behaviors a situation can display: simple, complicated, complex, and chaotic. This terminology is not new; the systems literature has used it for decades. However, in Cynefin the behaviors and the properties that underpin these
499:
In the chaotic domain, a leaderās immediate job is not to discover patterns but to staunch the bleeding. A leader must first act to establish order, then sense where stability is present and from where it is absent, and then respond by working to transform the situation from chaos to complexity,
209:
within the company. He continued developing it as
European director of IBM's Institute of Knowledge Management, and later as founder and director of the IBM Cynefin Centre for Organizational Complexity, established in 2002. Cynthia Kurtz, an IBM researcher, and Snowden described the framework in
920:
Snowden, Pauleen, and Jansen van Vuuren (2011): "The framework was initially used in
Snowden's early work in knowledge management, but now extends to aspects of leadership, strategy, cultural change, customer relationship management and more (Kurtz and Snowden 2003; Snowden and Boone 2007). The
794:) and improvements away from these constraints tend to be counterproductive because they just place more strain on a constraint. Holt places the theory of constraints within the Cynefin framing by arguing the theory of constraints moves from complex situations to complicated ones by using
440:
domain represents the "unknown unknowns". Cause and effect can only be deduced in retrospect, and there are no right answers. "Instructive patterns ... can emerge," write
Snowden and Boone, "if the leader conducts experiments that are safe to fail." Cynefin calls this process
402:"Here it is possible to work rationally toward a decision, but doing so requires refined judgment and expertise. ... This is the province of engineers, surgeons, intelligence analysts, lawyers, and other experts. Artificial intelligence copes well here:
813:
that operate in the complex domain are constraints that allow a system to function but do not control the entire process.Holt argues that constraints in the theory of constraints correspond the
Cynefin's fixed and governing constraints. Holt argues that
910:
Snowden (2000): "An early form of the
Cynefin model using different labels for the dimension extremes and quadrant spaces was developed as a means of understanding the reality of intellectual capital management within IBM Global Services (Snowden
186:
is a Welsh word meaning 'habitat', 'haunt', 'acquainted', 'familiar'. Snowden uses the term to refer to the idea that we all have connections, such as tribal, religious and geographical, of which we may not be aware. It has been compared to the
921:
framework is particularly effective in helping decision-makers to make sense of complex problems, providing new ways of approaching intractable problems and allowing the emergence of shared understandings from collective groups."
531:, Illinoisāwhen robbers murdered seven employees in Brown's Chicken and Pasta restaurantāas a situation in which local police faced all the domains. Deputy Police Chief Walt Gasior had to act immediately to stem the early panic (
500:
where the identification of emerging patterns can both help prevent future crises and discern new opportunities. Communication of the most direct top-down or broadcast kind is imperative; thereās simply no time to ask for input.
358:. Never lend to a client whose monthly payments exceed 35 percent of gross income. Never end the meeting without asking for the sale. Here, decision-making lies squarely in the realm of reason: Find the proper rule and apply it.
728:
Prof Simon French recognizes "the value of the
Cynefin framework in categorising decision contexts and identifying how to address many uncertainties in an analysis" and as such believes it builds on seminal works such as
217:
The
Cynefin Centreāa network of members and partners from industry, government and academiaābegan operating independently of IBM in 2004. In 2007 Snowden and Mary E. Boone described the Cynefin framework in the
618:, represented by the "fold" between those domains. There can be counter-clockwise movement as people die and knowledge is forgotten, or as new generations question the rules; and a counter-clockwise push from
716:
Criticism of Cynefin includes that the framework is difficult and confusing, needs a more rigorous foundation, and covers too limited a selection of possible contexts. Another criticism is that terms such as
362:
Snowden and Boone write that managers should beware of forcing situations into this domain by oversimplifying, by "entrained thinking" (being blind to new ways of thinking), or by becoming complacent (see
520:: "People were afraid. ... Decision-making was paralyzed. ... You've got to be quick and decisiveāmake little steps you know will succeed, so you can begin to tell a story that makes sense."
713:
used the Cynefin framework in a discussion of theories and models of decision making. The European Commission has published a field guide to use Cynefin as a "guide to navigate crisis".
512:
category. Stewart offers others: "the firefighter whose gut makes him turn left or the trader who instinctively sells when the news about the stock seems too good to be true." One
1282:
Snowden, Dave; Pauleen, David J.; Jansen van Vuuren, Sally (2016). "Knowledge Management and the Individual: It's Nothing Personal", in David J. Pauleen and Gorman, G. E. (eds.).
1612:
Shepherd, Richard; Barker, Gary; French, Simon; et al. (July 2006). "Managing Food Chain Risks: Integrating Technical and Stakeholder Perspectives on Uncertainty".
868:
1773:
Burman, Christopher J.; Aphane, Marota A. (2016). "Leadership emergence: the application of the Cynefin framework during a bio-social HIV/AIDS risk-reduction pilot".
392:
In the complicated domain there are governing constraints, problems are tightly coupled, and appropriate good practice should be used to sense, analyze and respond
1994:
1431:
151:āthat help managers to identify how they perceive situations and make sense of their own and other people's behaviour. The framework draws on research into
1144:
479:
domain, cause and effect are unclear. Events in this domain are "too confusing to wait for a knowledge-based response", writes Patrick Lambe. "Actionā
431:
In the complex domain there are enabling constraints, problems are loosely coupled, and one should use emergent practice to probe, sense and respond
843:
586:
constituent parts and assign each to one of the other four realms. Leaders can then make decisions and intervene in contextually appropriate ways."
470:
In the chaotic domain there is a lack of constraints, the problems are de-coupled, and one creates novel practice by acting, sensing and responding
1547:
581:
domain in the centre represents situations where there is no clarity about which of the other domains apply (this domain has also been known as
1970:
1460:
224:. Their paper, "A Leader's Framework for Decision Making", won them an "Outstanding Practitioner-Oriented Publication in OB" award from the
156:
333:
In the clear domain there are tight constraints, no degrees of freedom, and best practice can be used to sense, categorize and respond
853:
610:. Similarly, a "buildup of biases", complacency or lack of maintenance can cause a "catastrophic failure": a clockwise movement from
1931:
1347:
1116:
210:
detail the following year in a paper, "The new dynamics of strategy: Sense-making in a complex and complicated world", published in
81:
1355:
1703:
Mark, Annabelle L. (2006). "Notes from a Small Island: Researching Organisational Behaviour in Healthcare from a UK Perspective".
1399:
1204:
569:
467:
428:
389:
330:
1270:
1305:
828:
180:
The idea of the Cynefin framework is that it offers decision-makers a "sense of place" from which to view their perceptions.
1271:"Cynefin, A Sense of Time and Place: an Ecological Approach to Sense Making and Learning in Formal and Informal Communities"
1221:
354:
This is the domain of legal structures, standard operating procedures, practices that are proven to work. Never draw to an
2022:
1205:"The use of narrative to understand and respond to complexity: A comparative analysis of the Cynefin and Weickian models"
2027:
1663:
445:, take-it-apart-and-see-how-it-works approach, because your very actions change the situation in unpredictable ways."
237:
164:
1428:
524:
1998:
687:
403:
292:
The domains offer a "sense of place" from which to analyse behaviour and make decisions. The domains on the right,
1251:
Snowden, Dave (2000). "The Social Ecology of Knowledge Management". In Despres, Charles; Chauvel, Daniele (eds.).
936:
759:
634:
932:
1880:
698:
659:
220:
483:
actionāis the first and only way to respond appropriately." In this context, managers "actāsenseārespond":
1533:"Faith and decision-making in the Bush presidency: The God elephant in the middle of America's livingroom"
1518:
858:
697:
It has also been used in health-care research, including to examine the complexity of care in the British
787:
225:
805:
stipulate that actions must be done in a certain way in a certain order and apply in the clear domain,
1532:
798:
and intuition then logic to creating an understanding, before creating a probe to test understanding.
775:
675:
505:
206:
197:, meaning a place to stand, or the "ground and place which is your heritage and that you come from".
91:
1829:
1468:
242:
795:
651:
103:
1029:
790:. The theory of constraints argues that most systems outcomes are limited by certain bottlenecks (
1988:
1902:
1798:
1720:
1581:
1108:
982:
667:
528:
1415:
901:
The fifthādisorderāapplies when it is unclear which of the other four contexts is predominant."
774:
Firestone and McElroy argue that Cynefin is a model of sensemaking rather than a full model of
406:
plays chess as if it were a complicated problem, looking at every possible sequence of moves."
1976:
1966:
1937:
1927:
1790:
1755:
1564:
French, Simon; Niculae, Carmen (March 2005). "Believe in the Model: Mishandle the Emergency".
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663:
49:
300:, are "ordered": cause and effect are known or can be discovered. The domains on the left,
205:
Snowden, then of IBM Global Services, began work on a Cynefin model in 1999 to help manage
1965:. Dave Snowden, Riva Greenberg, Boudewijn Bertsch. Cognitive Edge - The Cynefin Co. 2021.
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308:, are "unordered": cause and effect can be deduced only with hindsight or not at all.
2011:
1815:
Cox, Kate; Strang, Lucy; Sondergaard, Susan; and Monsalve, Cristina Gonzalez (2017).
1751:
1625:
1585:
838:
517:
343:
258:. The domain names have changed over the years. Kurtz and Snowden (2003) called them
1906:
1802:
939:
traditions ... Cynefin explores how people perceive and learn from situations."
2017:
1112:
953:
809:
are looser and act more like rules or policies applying in the complicated domain,
706:
442:
355:
342:
domain represents the "known knowns". This means that there are rules in place (or
99:
1786:
1738:
Sturmberg, Joachim P.; Martin, Carmel M. (October 2008). "Knowing ā in Medicine".
1328:
670:. Later uses include analysing the impact of religion on policymaking within the
1599:
863:
364:
107:
1366:
1364:
1086:"The new dynamics of strategy: Sense-making in a complex and complicated world"
1980:
1324:
1169:
1167:
976:
754:
1600:"Transformation in the CF: Concept towards a theory of Human Network-Enabled"
1382:
Quiggin, Thomas (2007). "Interview with Mr. Dave Snowden of Cognitive Edge",
1941:
1678:
1503:
Organising Knowledge: Taxonomies, Knowledge and Organisational Effectiveness
1960:
1817:"Understanding how organisations ensure that their decision making is fair"
1794:
1759:
1577:
1045:
1921:
1897:
702:
572:
In the confusion domain it is uncertain which of the other domains apply
238:
Problem structuring methods Ā§ Types of situations that call for PSMs
1384:
Seeing the Invisible: National Security Intelligence in an Uncertain Age
1104:
1724:
833:
17:
1664:"On Understanding Software Agility: A Social Complexity Point Of View"
873:
647:
1716:
1640:
626:
can occur when a lack of order causes rules to be imposed suddenly.
1602:. Ottawa: National Defence, Directory of Strategic Human Resources.
633:
241:
31:
1306:"Complex Acts of Knowing: Paradox and Descriptive Self Awareness"
818:
in the theory of constraints correspond to enabling constraints.
1190:. Stanford, CA: Stanford University Press. pp. 10, 163ā164.
701:, the nature of knowledge in health care, and the fight against
543:), and maintaining community confidence in the following weeks (
495:
to turn the chaotic into the complex. Snowden and Boone write:
1440:
Proceedings of the 13th Annual Conference on Lean Construction
1358:, IBM, archived 14 June 2002; , IBM, archived 10 August 2002.
250:
Cynefin offers five decision-making contexts or "domains":
64:
55:
594:
As knowledge increases, there is a "clockwise drift" from
123:
Cynefin offers five decision-making contexts or "domains"ā
1962:
Cynefin weaving sense-making into the fabric of our world
1140:. Stanford, CA: Stanford University Press. 236ā237, n. 5.
70:
952:
in the ordinary sense, rather than in the sense used in
735:
Scientific Method: optimizing applied research decisions
638:
Using the Cynefin framework to analyse policing of the
1857:. Abingdon: Routledge, 132ā133 (first published 2003).
682:
and the military, the management of food-chain risks,
1866:
1566:
Journal of Homeland Security and Emergency Management
1416:"Outstanding Practitioner-Oriented Publication in OB"
1370:
896:
894:
82:
73:
61:
52:
1188:
Systems Concepts in Action: A Practitioner's Toolkit
67:
1454:
1452:
1450:
1448:
1023:
1021:
1019:
765:
Tools for Thinking: Modelling in Management Science
58:
1881:"Cynefin: uncertainty, small worlds and scenarios"
1356:"The Cynefin Centre for Organisational Complexity"
1079:
1077:
1075:
1073:
1071:
1061:Snowden, David (1999). "Liberating Knowledge", in
1017:
1015:
1013:
1011:
1009:
1007:
1005:
1003:
1001:
999:
1136:Berger, Jennifer Harvey; Johnston, Keith (2015).
1065:. CBI Business Guide. London: Caspian Publishing.
869:Volatility, uncertainty, complexity and ambiguity
1149:Welsh-English / English-Welsh On-line Dictionary
1853:Firestone, Joseph M.; McElroy, Mark W. (2011).
523:Snowden and Boone give the example of the 1993
246:Sketch of the Cynefin framework, by Edwin Stoop
1519:"21st Century strategies for policing protest"
1489:
1442:, Sydney, Australia, July 2005 (37ā45), 42ā43.
1386:. Singapore: World Scientific Publishing Co.,
1238:
1199:
1197:
1186:Williams, Bob; Hummelbrunner, Richard (2010).
1173:
801:Cynefin defines several types of constraints.
1084:Kurtz, Cynthia F.; Snowden, David J. (2003).
1057:
1055:
8:
1513:
1511:
1222:"Honorary Professorship for David J Snowden"
1131:
1129:
1885:Journal of the Operational Research Society
192:
181:
111:
1993:: CS1 maint: location missing publisher (
1923:Key issues in the new knowledge management
1855:Key Issues in the New Knowledge Management
1740:Journal of Evaluation in Clinical Practice
1030:"A Leader's Framework for Decision Making"
1028:Snowden, David J.; Boone, Mary E. (2007).
646:Cynefin was used by its IBM developers in
1896:
1203:Browning, Larry; Boudes, Thierry (2005).
535:), while keeping the department running (
1671:Emergence: Complexity & Organization
1427:Koskela, Lauri; Kagioglou, Mike (2006).
844:Morphological analysis (problem-solving)
747:Dilemmas in a General Theory of Planning
1295:
1122:from the original on 18 September 2006.
967:
890:
1986:
1540:Emergence: Complexity and Organisation
1209:Emergence: Complexity and Organization
1955:
1953:
1951:
1819:. Santa Monica, CA: RAND Corporation.
985:from the original on 19 December 2021
260:known, knowable, complex, and chaotic
228:'s Organizational Behavior division.
7:
1553:from the original on 15 August 2011.
1459:Stewart, Thomas A. (November 2002).
1400:"The Cynefin Centre: Life after IBM"
1228:School of Psychology. 15 April 2015.
252:clear, complicated, complex, chaotic
786:Steve Holt compares Cynefin to the
262:. Snowden and Boone (2007) changed
1705:Journal of Organizational Behavior
1505:. Oxford: Chandos Publishing, 136.
1429:"On the Metaphysics of Production"
854:SECI model of knowledge dimensions
25:
1926:. Mark W. McElroy. : KMCI Press.
1867:Williams & Hummelbrunner 2010
1614:Journal of Agricultural Economics
1521:(pdf), Naval Postgraduate School.
1517:Geron, Stephen Max (March 2014).
1371:Williams & Hummelbrunner 2010
1255:. Boston: ButterworthāHeinemann.
782:Cynefin and theory of constraints
1775:African Journal of AIDS Research
1752:10.1111/j.1365-2753.2008.01011.x
1626:10.1111/j.1477-9552.2006.00054.x
1286:. Abingdon: Routledge 2011, 116.
559:
457:
418:
379:
320:
48:
36:The Cynefin framework as revised
1639:Bellavita, Christopher (2006).
1313:Journal of Knowledge Management
1138:Simple Habits for Complex Times
135:until being recently renamed),
1662:Pelrine, Joseph (March 2011).
1641:"Shape Patterns, Not Programs"
1531:O'Neill, Louisa-Jayne (2004).
1467:. pp. 4ā5. Archived from
975:CognitiveEdge (11 July 2010),
829:I-Space (conceptual framework)
769:General Morphological Analysis
106:, it has been described as a "
1:
1920:Firestone, Joseph M. (2003).
1834:publications.jrc.ec.europa.eu
1830:"JRC Publications Repository"
1787:10.2989/16085906.2016.1198821
1284:Personal Knowledge Management
749:(1973), Douglas John White's
1490:Berger & Johnston (2015)
1461:"How to Think With Your Gut"
1239:Berger & Johnston (2015)
1174:Berger & Johnston (2015)
745:(1967), Rittel and Webber's
286:, and is now using the term
2044:
1598:Verdon, John (July 2005).
1406:, 14(7), July/August 2005.
688:agile software development
630:Applications and reception
235:
1677:(1/2): 26. Archived from
1645:Homeland Security Affairs
1350:18 September 2006 at the
1325:10.1108/13673270210424639
760:Exploratory data analysis
278:. From 2014 Snowden used
27:Decision-making framework
1345:Kurtz and Snowden (2003)
1273:. citeseerx.ist.psu.edu.
1269:Also see Snowden, Dave.
525:Brown's Chicken massacre
1501:Lambe, Patrick (2007).
1034:Harvard Business Review
767:(1996), and Ritchey's
719:known, knowable, sense,
699:National Health Service
660:supply chain management
539:), calling in experts (
508:were an example of the
221:Harvard Business Review
1879:French, Simon (2017).
1578:10.2202/1547-7355.1108
1304:Snowden, Dave (2002).
859:There are known knowns
694:in the United States.
686:in the United States,
643:
590:Moving through domains
502:
491:where stability lies;
360:
247:
193:
182:
112:
37:
1997:) CS1 maint: others (
1334:on 16 September 2003.
1241:, 236ā237, n. 5.
1151:. University of Wales
978:The Cynefin Framework
807:governing constraints
788:theory of constraints
637:
497:
352:
245:
226:Academy of Management
98:. Created in 1999 by
35:
2023:Knowledge management
1898:10.1057/jors.2015.21
1434:23 July 2008 at the
1063:Liberating Knowledge
811:enabling constraints
776:knowledge management
763:(1977), Mike Pidd's
751:Decision Methodology
676:emergency management
642:in the United States
506:September 11 attacks
487:to establish order;
207:intellectual capital
120:word for 'habitat'.
92:conceptual framework
2028:Strategy consulting
1684:on 28 November 2016
1105:10.1147/sj.423.0462
1093:IBM Systems Journal
796:abductive reasoning
690:, and policing the
652:product development
212:IBM Systems Journal
104:IBM Global Services
102:when he worked for
1492:, 237, n. 11.
1471:on 5 November 2002
1253:Knowledge Horizons
668:customer relations
644:
254:, and a centre of
248:
38:
1972:978-1-7353799-0-6
1891:(10): 1635ā1645.
1226:Bangor University
1176:, 237, n. 7.
849:Narrative inquiry
803:Fixed constraints
743:Inquiring Systems
739:C. West Churchman
731:Russell L. Ackoff
684:homeland security
518:collapse of Enron
348:Thomas A. Stewart
165:learning theories
157:complexity theory
131:until 2014, then
44:Cynefin framework
16:(Redirected from
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864:Uncertainty
792:constraints
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399:complicated
371:Complicated
365:human error
298:complicated
276:complicated
176:Terminology
137:complicated
2012:Categories
1981:1226544685
1651:(3): 1ā21.
963:References
816:injections
755:John Tukey
723:categorize
583:disordered
236:See also:
171:Background
127:(known as
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1586:110745815
1145:"Cynefin"
579:confusion
577:The dark
551:Confusion
404:Deep Blue
256:confusion
149:confusion
110:device".
1942:51861908
1907:16750919
1839:31 March
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201:History
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312:Clear
294:clear
288:clear
264:known
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118:Welsh
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1995:link
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