The Cynefin framework draws on research into complex adaptive systems theory, cognitive science, anthropology and narrative patterns, as well as evolutionary psychology. It "explores the relationship between man, experience and context"[1] and proposes new approaches to communication, decision-making, policy-making and knowledge management in complex social environments – From Wikpedia
Mark Schenk from Anecdote uses Pecha Kucha format to describe complexity using the Cynefin framework.
More information from Wikpedia: The Cynefin framework was originally developed in 1999 in the context of knowledge management and organizational strategy by Dave Snowden. It was originally a modification of Max Boisot's I-Space combined with the study of actual, as opposed to stated management practice in IBM. By 2002 It had developed to include complex adaptive systems theory and had started to become a general strategy model. From 2003 it was the further developed and elaborated with Cynthia Kurtz as a part of their work with the IBM Institute of Knowledge Management and with other colleagues in Cognitive Edge formed by Snowden when he left IBM in 2005.
The Cynefin framework has five domains. The first four domains are:
- Simple, in which the relationship between cause and effect is obvious to all, the approach is to Sense - Categorize - Respond and we can apply best practice.
- Complicated, in which the relationship between cause and effect requires analysis or some other form of investigation and/or the application of expert knowledge, the approach is to Sense - Analyze - Respond and we can apply good practice.
- Complex, in which the relationship between cause and effect can only be perceived in retrospect, but not in advance, the approach is to Probe - Sense - Respond and we can sense emergent practice.
- Chaotic, in which there is no relationship between cause and effect at systems level, the approach is to Act - Sense - Respond and we can discover novel practice.
The fifth domain is Disorder, which is the state of not knowing what type of causality exists, in which state people will revert to their own comfort zone in making a decision. In full use, the Cynefin framework has sub-domains, and the boundary between simple and chaotic is seen as a catastrophic one: complacency leads to failure.
Knowledge Creation will be the barometer of future success. From a personal standpoint, I have become intrigued by the Cynefin Framework. It seems to be a step beyond your more traditional knowledge management practices. If this is true, will it give me a leg up on others?
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