Cynefin Framework Theoretical Framework

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2 Cynefin Framework decision-making models The Cynefin Framework sort or categorizes the issues facing leaders into five contexts according to the nature of the relationship between cause and effect. In four of these contexts—simple, complicated, complex, and chaotic— leaders should diagnose situations and act in contextually appropriate ways. The fifth context—disorder—applies when it is unclear which of the other four contexts is predominant. The following is a through overview of the framework: 2.1 The Simple (or known) Contexts- The Domain of Best Practice Here, contexts are characterized by stability; cause and effect relationships are clear, and mostly linear, empirical and agreed upon. Often the right answer is undisputed and is self-evident. It is the domain of “Known Knowns”, decision-making is easy because all involved parties share an understanding. An evidence-based, ‘best practice’ approach is generally accepted and has predictable outcomes. This is the domain of efficient delivery systems, using standard procedures (SOPs) and manuals to achieve forecasted milestones. Structured techniques and processes are desirable and often mandatory. In this domain the appropriate decision-making model is to ‘sense’ incoming information, ‘categories’ it and then ‘respond’. An appropriate management model structure for this domain is the top-down control by a central manager. Team members may be weakly interconnected. Appropriate team function usually takes the form of coordination. 2.2 The Complicated (or knowable) Contexts - The Domain of Experts In this ordered domain, the relationships between cause and effect exist but separated in time and space and not fully understood. Complicated context contains multiple answers. Rese... ... middle of paper ... ...he solution. Instead the solution is to develop richer and more complex processes of accomplishing the leadership tasks. Project Managers facing a complex challenge should focus on how to set direction for the team, create alignment between them, and generate their commitment and ignore how many people are, or are not, leaders. Making the accomplishment of the leadership tasks at the core of leadership raises new questions: What are the barriers or obstacles project managers should clears in order to set a clear direction, create an effective alignment, and generate a solid commitment? What resources exist in the organization that project managers could tap in for creating direction, alignment, and commitment as a complex challenge is being tackled? Answering these kind of questions can assist organizations avoid the traditional problems of distributed leadership

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