The Cynefin Framework provides a way for leaders to make decisions in a more effective way. Snowden and Boone (2007) stated that defining a framework enhances communication and helps executives rapidly understand the context in which they are operating. Within their framework, they labeled four contexts: simple, complex, complicated, and chaotic; each having its own place in the framework and problem-solving equation and offering the leader different way to look at problems in order to find answers.
Sometimes problems don’t fall into one category or another they overlap. When this happens it can be confusing as to which approach would be best to use. I had a situation where the problem presented as simple, a routine error that was easy enough to fix. A bag was mistagged and needed to go to a different location. I went on autopilot; I entered the bag tag system and proceeded to change the destination. In terms of the Cynefin Framework I sensed the issue, categorized it, and responded accordingly. However the normal steps to fix this issue would not work, the computer was responding with an error code. This simple problem had now become a complicated one. Now I had a new problem to sense, analyze, and then respond to and it was the computer’s error message. After asking a few co-workers and a supervisor we determined that the issue was the way the ticket was booked and not the bag tag itself. Once we were able to determine that the solution went back to a simple one, the bag had to be tagged manually, something that is also routine for us. All it took was a little collaboration and a lot of investigating and some flexibility to turn the complicated problem back into a simple one.
During my time with the airline, I have seen problems move from complex to chaotic in a matter of minutes. I worked the afternoon flight on Sunday’s and more times than not the aircraft would take a delay due to weather. We knew this was always a possibility so we were usually prepared to deal with that, we knew which flights we could move to later times and which ones were not possible to connect at all. The unknown in the situation was the response of the people taking those flights. This is where the problem became complex, we had to probe first before we could sense and respond. Not all passengers have the same response to a delayed flight, some are willing to go to JFK and either sleep there, find a hotel, or have friends that could pick them up. Others would rather be booked on a flight tomorrow instead for waiting around for the delayed flight today. Once we had a sense of what a passenger wanted we could act accordingly, and move people to their new flights. Then the next delay would come down the line and we would have to do the same steps again, that is until the flight cancels, then the chaos would begin. There is no time to think at this point as you have over 100 people standing at the podium demanding to know what is going on and how you are going to fix it. You have to act and accommodate the person in front of you and move through the line as quickly as possible. I would be lying if I said I didn’t enjoy this part of my job. I thrive in problem-solving situations and I loved finding ways to help passengers get to where they need to be.
In analyzing the Cynefin Framework one can find ways it can provide an improved context for decision-making. By using the SEE-I critical thinking method the Cynefin Framework becomes clearer.
S- The Cynefin Framework helps leaders determine which context their problem falls into and, therefore, offers the best way to solve it.
E- There are four contexts within the Framework: simple, complicated, complex, and chaotic. After placing the problem in one of these four contexts the leader can use the correct method for solving the problem and, therefore, come to a quicker solution.
E- For example, if there were an issue with a guest’s room I would first sense what it is about that room that is causing the guest to be upset. Then I would analyze what the best options would be to solve it. Would it be to move to a different room? Or is there something I can modify about their room that will meet their needs? Once I have finished analyzing all the information and the available options I can make a decision, or respond accordingly.
I- It is like coming to a fork in the road and having four options to choose from and the path you take depends on the reason you are traveling. Are you aiming to get from point A to point B the quickest way possible, and then the path is simple. Are you looking for a minor adventure but still want some order, then the path would be complicated. Are you aiming for point B but wouldn’t mind traveling a little out of the way, following your impulses to see any sights that might be on the way no matter how far off the path they take you as long as you end up at point B sometime, then the path would be complex. Or are you looking for a do it yourself adventure and getting to point B isn’t as high a priority as the adventure itself, the path is chaotic.
The Cynefin Framework can improve context for decision making by giving leaders a template in which to categorize problems, ability to diagnose any situation, a process in which to solve those problems, the ability to find patterns in reoccurring problems, and decide which problems require discussion with other sources. By having the ability to categorize each and every problem they may come across, a leader can save time and resources need to solve each problem. The framework can also help employees to recognize a problem they are able to solve on their own from one that may require more help.
Snowden, David J. and Boone, Mary E. (November 2007). A Leader's Framework for
Decision Making. Harvard Business Review. Boston, MA: Harvard Business School Publishing.
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