Cynefin’s Framework gives us a
visual representation of the contextual characteristics of simple, complicate,
complex, and chaotic issues we can expect to face as leaders. These identified characteristics can be used
to formulate informed decisions. Snowden
and Boone (2007) wrote “Using the Cynefin framework can help executives sense
which context they are in so that they can not only make better decisions but
also avoid the problems that arise when their preferred management style causes
them to make mistakes” (para. 6). As
leaders we will all make mistakes. This
framework can be utilized to mitigate the consequences of bad choices.
Two examples of simple context
situations that were easily solved occurred when I worked as an academic advisor. In the first example, one of my student’s
contacted me and said she couldn’t identify which textbooks she needed for her
upcoming course. Easy enough. ERAU has a search engine that lets students
know exactly what materials are required for each course. Since we just overhauled our university
website, students were having a hard time finding the master textbook
list. I emailed her back with a link
that would take her straight to the search engine. She was able to order her materials and prepare
for her class. It turned out she wasn’t
the only student that could not find her books.
To minimize the number of requests I was receiving from my students
regarding this concern, I sent out a mass email letting my students know where
they could find the textbook list on the new website. My second example of a simple context situation
involved a student that requested to drop his class. He sent his request in writing as required
however I never received it. We spoke
over the phone and I explained I understood his situation and I would be happy
to help him. I asked him to resend his email
(it was not in my spam folder). I
received his email and verified he in fact sent his request by the
deadline. I was able to process his
request and grant him his refund.
Technology sometimes fails us. I was
able to be flexible as well as sympathetic to his needs. I used best practices to problem solve and remedy
his issue efficiently.
Complicated issues require more analytical
thinking. Generally a complicate matter
is diagnosed after investigating several options. I love techy gadgets. I am a big fan of Apple products. My son is three years old but he is able to operate
my iPhone with almost no direction. For
example, I keep my phone locked. He has my
passcode memorized, can unlock it, scroll through to find his favorite apps,
FaceTime my mom, and play his videos. All
on his own. One of his favorite things
to do is to use Airplay which will cast whatever is on the phone onto the
TV. To do this he needs a little more
assistance from us. He recently asked my
wife to help him but she could not figure it out (which made her mad). I stepped in and diagnosed the problem. The Apple TV was on, the iPhone was playing
his video but it wasn’t mirroring what he was watching. I checked the settings on the phone and it
was paired to the Apple TV. However, my
wife had not turned on the “mirroring” function. After a few clicks Caiden was up and running. My wife really dislikes technology sometimes. The same can be said for the new LED Bluetooth
enabled light bulbs I recently bought.
They play music through the light bulbs and can be controlled with any
smart device. How cool is that! What is
not so cool is the learning curve associated with the app (for my wife that
is). The lights have a “master bulb” which
communicates with the other light bulbs.
My wife was not having success with the app and she became
frustrated. After troubleshooting some scenarios
I determined that the Bluetooth was enabled on the iPad however, it was not paired
to the lights. After just a few moments
it was up and running. Using troubleshooting
methods enabled me to determine what steps I had to take to fix my
devices. I let this process influence my
decision making. Taking a step back and
thinking about how things work, are supposed to work, and why they might not be
working really helps to inform decision making.
The same can be applied to leadership.
Complex situations don’t have
immediate answers, they have to be further investigated and a decision has to
be made that best fits the situation. In
most instances we can create experiments to test our ideas. If they fail, we can go back to the drawing
board and attempt a new course of action.
I can relate sports to complex situations. When I played soccer we would play the same
team at least twice in a season. I
remember playing one team in particular that outplayed us top to bottom. It was very frustrating. Our coach tried making substitutions and changing
our offensive line up to counteract what the opposing team was doing but we
continued to fail. We were easily
defeated. Reflecting on the loss we
talked about what it was they did so right and what it was we did so
wrong. We based our new strategy on that
experience and when we met again we were prepared. The game was a draw which for us was a
victory considering the beating they gave us initially. We overcame our shortcomings, analyzed what
didn’t work out in the first game, and made our adjustments accordingly. The result was a completely different
game. The same concept can be applied to
any sport. For example in basketball,
teams will play a certain type of defense based on the opposing team’s
offense. A coach might employ a one on
one strategy then switch to a zone defense to counter an opposing team’s
efforts. Experimenting with line ups
gives teams the most favorable matchups.
It’s like a game of chess. You make
moves and counter moves based on what your opponent or the external environment
dictates. Sports are a great opportunity
for us to learn how to be part of a team.
Working together, communicating, and striving for a common goal help us
to be better problem solvers. Leaders
can learn many great lessons by being active in sports or even by being fans.
Chaotic events challenge our decision
making skills by placing us in scenarios we would generally not contend
with. It is necessary for leaders to
act, sense, and respond in these situations.
More and more companies are preparing themselves for situations they may
face in light of events in the last decade or so. For example, at ERAU there is a plan in place
if there is ever an active shooter situation on campus. It’s mind-boggling just how common place this
has become. We just witnessed this
senseless action again this week in Oregon.
Saslow, Kaplan & Hoyt (2015) wrote “Thursday’s rampage was the
latest in a series of mass shootings that have produced national revulsion,
even as they have left Republicans and Democrats divided over whether such
violence should lead to stricter gun laws” (para. 19). Whether or not this launches debate on a
larger scale remains to be seen. However
having a plan in place for such a chaotic event is important in an effort to
save lives. ERAU also has a plan in
place for hurricanes. We have various mechanisms
in place to prepare us in case of such an event. The effect of hurricanes can be disastrous
but can they can be mitigated by being prepared. In the past, we didn’t have the advanced technology
we have today to warn us of these events.
It was up to community leaders and emergency services to determine how
to respond. Being proactive, especially
for a leader is paramount. There is so
much uncertainty in the world but if we consider events that we might be face
in the future, we can put processes in place in the present in order to be
prepared.
Here are five ways Cynefin’s Framework
can improve decision making:
- Can be applied to many different life experiences.
- Provides contextual problem solving guidelines.
- Can be applied to policy making
- Establishes the connection between decisions and observational patterns which may influence outcomes.
- Allows leaders to be consider the complexity of decision making and the process of working through problems.
Saslow, E., Kaplan, S., &
Hoyt, J. (2015). Oregon shooter said to have singled out Christians for killing
in ‘horrific act of cowardice’. Retrieved from http://www.washingtonpost.com/news/morning-mix/wp/2015/10/02/oregon-shooter-said-to-have-singled-out-christians-for-killing-in-horrific-act-of-cowardice/
Snowden, D., & Boone, M. (2007). A
Leader's Framework for Decision Making. Harvard Business Review, 66-76.
No comments:
Post a Comment