What is the Cynefin framework?
Cynefin (pronounced kuh-nev-in) was created by Welsh management expert David Snowden in 1999 to give leaders a system to use when making decisions.
Cynefin is a word from the Welsh language, which translates to the word ‘habitat’ in the English language. It represents that there are many factors that make up an individual’s environment, while their experiences also shape them.
Therefore, all the experiences and resources available to business leaders should be used when solving problems, not just the same ones again and again.
There are five domains to the framework that employers and business leaders should reflect on when a problem arises.
Obvious
The obvious domain is when the options are clear and straightforward for everyone involved.
Often there is only one answer to the problem. For example, the problem may be that machinery has stopped working, and the obvious answer to resolve this issue is to call a qualified technician to fix it.
This process, including using the same technician, may successfully work time and time again.
However, leaders should still stop to consider new ideas and innovative solutions to this problem. For example, they may find another technician repairs the machinery just as effectively, but does so more quickly or at a lower cost.
The obvious domain works by getting a sense of the problem, categorising it and responding.
Complicated
Problems that fall into this domain may have more than one answer, or the obvious response has not worked.
It requires the services of an expert in the field to decide on the best way to tackle the problem, based on their unique experience and knowledge.
For example, a business leader may notice there are problems with the budget but cannot determine how to fix them. Or, they may see several solutions but are unsure as to which is the best way to proceed. They may ask for advice from someone in the accounting team to determine how to tackle the issue.
However, they should still be cautious about always using an expert. A better answer may come from someone from another department of the business, such as procurement, for example. They may have an idea to source some supplies at a lower cost, which will free up money to cover the problem elsewhere in the budget.
The complicated domain works by getting a sense of the problem, analysing it and responding.
Complex
Complex situations may be similar to complicated situations but require more time and effort to observe or research the problem before trying to resolve it.
It may mean business leaders wait to see if the same problem occurs again or they look back over past weeks or months to see if a pattern is emerging. They may also need to investigate the existing circumstances further.
For example, the problem may be that an end-of-month report is always overdue. The initial solution may appear to be that the person responsible for writing the report should receive a reprimand for not submitting it on time, to encourage them to file earlier in future. However, by completing a thorough investigation, it is determined that the person responsible for filing the report does not receive all the information they need from other departments on time. That is because workers in that department are short-staffed and cannot cope with the workload, which is caused by several staff having to take annual leave. Rather than rejecting the leave applications, which may appear to be the obvious response, the best solution may be to hire temporary staff to help the department with their workload in the short term.
Open communication is important when dealing with complex situations, while brainstorming and collaboration can help devise innovative solutions to problems.
The complex domain works by probing the problem to get a sense of it, then responding.
Chaotic
Problems that are considered chaotic often arise from emergencies or when there is no internal cause and effect.
For example, a storm may damage the roof, causing it to leak water inside the building, which causes a range of business operations to immediately shut down. Or, as in the recent experience with the COVID-19 pandemic, stay-at-home lockdown orders are made by the government, suddenly prohibiting employees from attending their workplaces.
It can help for business leaders to have a crisis plan in place that can address many problems identified ahead of time – for example, a plan outlining what staff should do if the building is damaged.
When pre-planning is not possible, leaders need to first prioritise the unforeseen issues and identify risks in their quest to re-establish order.
The chaotic domain works by acting to the urgency, then getting a sense for the broader problem and responding to that.
Disorder
There may be times when it is not easy to identify which of the four domains the problem fits into, either immediately or as the situation evolves.
For example, the South Australian statewide blackout in 2016 may initially have appeared to be a complex or complicated situation for many businesses who dealt with it as they would a normal power outage. But it soon appeared to be a chaotic situation when the scale of the problem was revealed and power was not quickly restored while backup options started to fail.
In these situations, the only way forward is to gather more information, which helps to move the problem into one of the four other domains. Using this blackout example, leaders may determine that business will not be able to resume that day, so the obvious solution may be to send staff home early and return when power has been restored the next day.
Why use the Cynefin framework?
The aim of the framework is to prevent business leaders from using the same school of thought repeatedly when making their decisions.
Often when solving problems or making decisions, leaders will do the same thing that they did previously.
However, just because a solution or decision worked previously, it does not mean that it will be successful again, even in a similar situation.
Improvements also can be made, such as increased efficiency or accuracy, by trying something different or tweaking previous solutions.
The Cynefin framework also encourages leaders to be flexible and adaptable, which over time can help them to make better decisions more quickly.
By improving their day-to-day decision-making, however small each improvement is that they make, leaders can enhance business operations and ensure it runs smoothly and efficiently.
When to use the Cynefin framework
The framework can be used any time a decision needs to be made, whether it is an urgent situation or emergency or a problem that will take time solving strategically.
There may also be times when business leaders do not know what to do. The framework can help them to plan the first steps.
The Cynefin Company runs courses for business leaders that can help them to understand the concept and learn to use it instinctively.
There are also templates that leaders can download online to help illustrate the framework and ensure it stays front of mind during their work day.
Business leaders have enough responsibility and workload already to worry about making mistakes or what will happen if they choose the wrong option.
Thankfully, when an expert has devised a framework that they can refer to and learn from, it helps to make their jobs easier.
The Cynefin framework is one such tool that once implemented, business leaders will wonder how they ever made decisions without it.
