People typically make decisions by following a pattern of information gathering, assessment and identifying and selecting the best alternatives. The Cynefin Framework “sorts the issues facing leaders into five contexts defined by the nature of the relationship between cause and effect” (Snowden and Boone, 2007, p.70). The contexts are simple, complicated, complex, chaotic, and disorder- which is situated at the center of the framework. The Cynefin Framework allows decision makers to see that different situations require different responses. Simple and complicated contexts occur in an ordered universe where cause-and-effect relationships are sensible, and the correct answer or choice can be resolved based on the facts. The complex and chaotic contexts where cause-and-effect have no apparent relationship, are unordered, and the future is determined based on the emergence of patterns. The unordered world is represented by pattern-based management while the ordered world is the fact-based management world (Snowden & Boone, 2007).
The first example that came to mind when reading this week's module was a situation that I experienced two years ago. I was the acting Production Superintendent on night shift. It was approximately 2 a.m. with not a lot of work going on. The weapons troops on shift were supposed to be doing simple, routine maintenance. Suddenly, the weapons expeditor came to my office and explained that his troop had accidentally activated the Aqueous Film Forming Foam (AFFF) system in the aircraft dock. This system is used to extinguish flammable liquid fires such as aircraft fuel fires. When activated, it is designed to fill the entire dock with foam to quickly extinguish the fire and prevent further damage. None of had encountered this type of emergency situation and knew that decisions needed to be made quickly. The first thing was to react and ensure everyone was safely out of the hangar (chaotic). The severity and urgency of the situation influenced my decisions. I had to call in the emergency responders (complicated). The fire department was called and responded. While the emergency services safed the hangar, I called supervision and decided to get a camera to take pictures for the impending investigation. At the same time I had to continue to manage maintenance on the rest of the fleet for the morning fliers (simple). Gradually, we moved a more complex domain with emergent solutions. I knew the aircraft would need to be towed out and I quickly decided where to move it. Then I discovered we had to tow the aircraft in the next dock, as well. I gave my maintainers guidance and they acted quickly and effectively.
There are 5 ways that the Framework specifically provides a better context for decision-making.
The first way is through awareness: Leaders often make decisions without knowing the context of the decision. These may be emotion driven and can cause errors in thinking. The Framework helps analyze the context. The second way that the Cynefin framework can provide me with an improved context for decision making is by educating me on what context each quadrant of the framework addresses. Is the situation simple or known, complicated or knowable, complex or chaotic? The framework can also help avoid cognitive bias that arises from utilizing traditional measures to arrive at a resolution or decision. A cynefin framework is an approach that can be used in addressing the uncertainties. The framework provides me with situational awareness with regards to the big picture while addressing the issues that can work to make me lose focus on the big picture. Overall, I find the Cynefin framework to be beneficial to my decision-making process. It allows me to come up with a plan to address future decisions while giving me a template with which I can analyze past decisions.
Reference:
Snowden, D.J. & Boone, M.E. (2007). A Leader’s Framework for Decision Making. Retrieved
from: https://hbr.org/2007/11/a-leaders-framework-for-decision-makingLinks to an external site.
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