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Cynefin Framework as a guide to set Innovation and Management practices and competences in Organizations

17/09/2021 by Alberto Pezeiro David J. Snowden and Mary E. Boone’s Cynefin Framework(1) can be employed as a “guide” to help Organizations set the best Methodology / Philosophy / Framework combination and incorporate the new Management and Innovation Values, Principles, and Competences they desire.


It is based on two questions:
Behavioral - “What new ability / competence I would like the Organization’s employees to develop?”
Strategic - “Why do you want this change in the Organization?”
 
Simply put, the answers for the questions above usually fit into four categories:
 
1) I want to increase the skill of the organization’s (or of a specific department) old and new employees of following the procedures and standards set for the processes through the best practices incorporated over the years, as they acquire the ability to solve small operational problems and promote the continuous improvement of the processes using simple tools. Process stabilization with a high level of predictability is most welcome.   
 
Mental Model (Cynefin): Simple / Obvious: Understand to Categorize to Respond
What can help to Routine Management / Business Process Mapping (BPM) / PDCA / SDCA / ISO Certifications / Lean Philosophy
 
 
2) I want to increase the analytic capabilities of the organization’s (or of a specific department) old and new employees through a process’ stage value analysis for the client or through the incorporation of data analysis skills, either by the use of statistical tools and/or computer science skills.
 
Acquiring a skill to solve tricker problems that involve a great number of variables to take the processes and KPIs (key performance indicators) to a whole new performance level.
 
Mental Model (Cynefin): Complicated: Understand to Analyze to Respond
What can help to Lean Philosophy / Six Sigma / Machine Learning / Computer Science
 
3) I want to increase the skills of the organization’s old and new employees to search for new solutions—never tried before—both for processes and products, through a simple and empirical improvement cycle model with constant client feedback (incremental iteration), increasing the organization’s agility to respond to the environment’s constant changes.
 
Mental Model (Cynefin): Complex: Experiment to Understand to Respond
What can help to Design Thinking / Lean Startup / Scrum / Kanban / Agile
 
4) I want to increase the organization’s capacity to deal with crises and unexpected events that exert a deep impact over it (Black Swans[2]) to rise from said unexpected situation stronger and even more competitive.
 
Mental Model (Cynefin): Chaotic: Act to Understand to Respond
What can help to Crisis Management / Risk Management / Antifragile (3)

 
Cynefin Framework and the decision making domains:

Conclusion:
 In her book, “Mindset - The New Psychology of Success,” Carol Dweck, an Oxford University professor, sets, in a simplified manner, two mental models with which an individual can approach a new learning opportunity:
Fixed mindset: based on the belief that our basic qualities, such as intelligence and talents, are inborn or simply fixed characteristics.
Growth mindset: based on the belief that our basic qualities can be developed through dedication and effort.  
The “fixed-mindset” professional usually has a “pathological fixation” on a dominant philosophy / methodology / framework and becomes defensive when he has to deal with new approaches or ideas. He dedicates most of his time and energy to prove he is right instead of investing on his own development and search for “new horizons.”
 
The “growth-mindset” professional is always open to new ideas and approaches. Additionally, he understands that usually it is necessary to adapt the models presented to match the organizational Culture. He understands that adaptations are necessary and that one should not corrupt the purity of an idea / philosophy.
 
Turn the “warning signal” on when someone proposes only one Philosophy / Methodology / Framework to be employed by the whole organization, because many issues do not have a single solution.
 
 The combination of mental models and Management and Innovation solutions is usually the best solution.
 
The “to-each-his-own” adage was never so important. We are before a situational dilemma. For each situation, a mental model more appropriate, with its own respective conceptual references and application practices, like in the picture below:



Bibliography:
1) David J. Snowden and Mary E. Boone – “A Leader’s framework for Decision Making”. Harvard Business Review – November 2007
2) Nassim Nicholas Taleb – “The Black Swan” – Random House Trade - 2010
3) Nassim Nicholas Taleb – “Antifragile - Things that Gain from Disorder” – Random House Publishing Group - 2014
4) Carol Dweck – “Mindset – The New Psychology of Success” - Ballantine Books - 2007