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INTRODUCTION TO CYNEFIN FRAMEWORK | PIERRE E. NEIS | 28.01.2016
GIVING SENSE TO COMPLEXITYINTRODUCTION TO THE CYNEFIN FRAMEWORK
LEAN AGILE COACH @UPWARD CONSULTING @ BCG DIGITAL VENTURES
CO-CREATOR #PLAY14
CO-CREATOR AGILE4HR
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ALLOWS EXECUTIVES TO SEE THINGS FROM NEW VIEWPOINTS
ASSIMILATE COMPLEX CONCEPTS
ADDRESS REAL-WORLD PROBLEMS AND OPPORTUNITIES
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.
Cognitive Edge
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THE PLAN
SENSE MAKING AND COMPLEXITY MANAGEMENT THE CYNEFIN FRAMEWORK
HOW TO ADDRESS INNOVATION IN DIGITAL
PROJECTS?
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SENSE MAKING
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Tailor, Drucker
utili
ty o
f the
par
adig
m
time
Function Control
mass production, automation &
commoditisation
1950 1990
[email protected] | @ELPEDROMAJOR
Tailor, Drucker
utili
ty o
f the
par
adig
m
time
S C I E N T I F I C M A N A G E M E N T
S Y S T E M T H I N K I N G
Hammer, Senge, Kaplan, Nonaka
Function Control
Information Control
mass customisation, scalable, reliable technology and communication
mass production, automation &
commodification
1950 1990 2010
[email protected] | @ELPEDROMAJOR
Tailor, Drucker
utili
ty o
f the
par
adig
m
time
S C I E N T I F I C M A N A G E M E N T
S Y S T E M T H I N K I N G
S E N S M A K I N G
Hammer, Senge, Kaplan, Nonaka
Function Control
Contrôle de l’Information
Ability to situate a network
mass customisation, scalable, reliable technology and communication
mass production, automation &
commodification
mass collaboration, generalised social computing,
globalisation
1950 1990 2010
CYNEFIN: A PLACE OF MULTIPLE BELONGINGS: CULTURAL, RELIGIOUS, GEOGRAPHIC, TRIBAL…
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2X2 MATRIX: CATEGORISATION MODEL
Low High
Low
Hig
h
Variable 1
Varia
ble
2
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RISK: WE WON'T SEE THE DIFFERENCES BEFORE IT’S
TOO LATE
CATEGORISATION MODELS
SENSE MAKING MODELS
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FRAMEWORK PRECEDES DATA
DATA PRECEDES FRAMEWORK
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3 BASICS SYSTEMS
ORDERED SYSTEMSCOMPLEX SYSTEMS
CHAOTIC SYSTEMS SIMPLE SYSTEMS
DISORDER
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THE CYNEFIN FRAMEWORK
SIMPLE
COMPLEX COMPLICATED
CHAOS
DISORDER
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SIMPLE (ORDERED SYSTEM)
SIMPLEcause = effect
ex. standard operating procedures best practices one or few good answers
It’s predictable and repeatable.
DISORDER
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SIMPLE (ORDERED SYSTEM)
SIMPLEcause = effect
ex. standard operating procedures best practices one or few good answers
It’s predictable and repeatable.
THE RELATION IS SELF EVIDENT FOR EVERY SINGLE PERSON
DISORDER
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[email protected] | @ELPEDROMAJOR
SIMPLE (ORDERED SYSTEM)
SIMPLEcause = effect
ex. standard operating procedures best practices one or few good answers
It’s predictable and repeatable.
THE RELATION IS SELF EVIDENT FOR EVERY SINGLE PERSON
DECISION MODEL: SENSE - CATEGORISE- RESPOND
WE APPLY BEST PRACTICES
DISORDER
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BICYCLE THINKINGEXAMPLE
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COMPLICATED (ORDERED SYSTEM)COMPLICATEDcause effectex. do some analysis, work out what the possibilities are, expert mindset a range of possible answersDISORDER
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COMPLICATED (ORDERED SYSTEM)COMPLICATEDcause effect
you have to put some effort in the relationship
ex. do some analysis, work out what the possibilities are, expert mindset a range of possible answers
THE RELATION IS NOT SELF EVIDENT AND REQUIRES EXPERTISE
DISORDER
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COMPLICATED (ORDERED SYSTEM)COMPLICATEDcause effect
you have to put some effort in the relationship
ex. do some analysis, work out what the possibilities are, expert mindset a range of possible answers
THE RELATION IS NOT SELF EVIDENT AND REQUIRES EXPERTISE
DECISION MODEL: SENSE - ANALYSE- RESPOND
WE APPLY GOOD PRACTICES
DISORDER
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COMPLEXCOMPLEX
cause / effect
‣ non linear relationships ‣ all about the network ‣ never complete ‣ stakeholders decide what is good ‣ is where innovation happens ‣ patterns helps micro narratives
DISORDER
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COMPLEXCOMPLEX
cause / effect
‣ non linear relationships ‣ all about the network ‣ never complete ‣ stakeholders decide what is good ‣ is where innovation happens ‣ patterns helps micro narratives
CAUSE AND EFFECT ARE ONLY OBVIOUS IN HINDSIGHT, WITH UNPREDICTABLE EMERGENT
OUTCOMES
AGENT - AGENT MODIFIES THE SYSTEM SAFE-TO-FAIL EXPERIMENTS
DISORDER
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COMPLEXCOMPLEX
cause / effect
‣ non linear relationships ‣ all about the network ‣ never complete ‣ stakeholders decide what is good ‣ is where innovation happens ‣ patterns helps micro narratives
CAUSE AND EFFECT ARE ONLY OBVIOUS IN HINDSIGHT, WITH UNPREDICTABLE EMERGENT
OUTCOMES
DECISION MODEL: PROBE - SENSE- RESPOND
NEW WAY OF DOING THINGS EMERGENT PRACTISE - DIFFERENT - UNIQUE
AGENT - AGENT MODIFIES THE SYSTEM SAFE-TO-FAIL EXPERIMENTS
DISORDER
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FROG THINKINGEXAMPLE
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CHAOS DOMAIN
CHAOScause = effect
‣ take action ‣ push into another domain
DISORDER
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CHAOS DOMAIN
CHAOScause = effect
‣ take action ‣ push into another domain
NO CAUSE AND EFFECT RELATIONSHIP
DISORDER
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CHAOS DOMAIN
CHAOScause = effect
‣ take action ‣ push into another domain
NO CAUSE AND EFFECT RELATIONSHIP
DECISION MODEL: ACT - SENSE- RESPOND
NOVEL PRACTISE
DISORDER
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DISORDER
SPACE OF NOT KNOWING THE SPACE IN WHERE YOU ARE IN
DISORDER
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THE CYNEFIN FRAMEWORK ALLOWS TO UNDERSTAND IN WHICH SYSTEM YOU ARE EVOLVING AND WHAT KIND OF DECISIONS TO TAKE
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THE SIMPLE AND CHAOTIC BOUNDARY
SIMPLECHAOScause = effectcause = effect
DISORDER
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THE SIMPLE AND CHAOTIC BOUNDARY
SIMPLECHAOScause = effectcause = effect
THE CLIFF IF YOU BELIEVE THAT YOUR SYSTEM IS SIMPLE
AND THE SYSTEM DOESN’T BELIEVE IT YOU FALL INTO DRAMATIC CHAOS
ALL THE OTHER BOUNDARIES ALLOWS TRANSITION.
ALL BUT NOT THIS!
DISORDER
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SIMPLE
COMPLEX COMPLICATED
CHAOScause = effect
ex. standard operating procedures best practices one or few good answers
cause effectex. do some analysis, work out what the possibilities are, expert mindset a range of possible answers
cause / effect
‣ non linear relationships ‣ all about the network ‣ never complete ‣ stakeholders decide what is good ‣ is where innovation happens ‣ patterns helps micro narratives
cause = effect
‣ take action ‣ push into another domain
DISORDER
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DECISION MANAGEMENT
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KNOWLEDGE MANAGEMENT
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IT DESIGN
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PROJECT MANAGEMENT
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NEW LEADERSHIP CHALLENGES
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USE THE APPROPRIATE MANNER IN THE APPROPRIATE DOMAIN
Dave Snowden
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CONSTRUCTIVE IRRITANT
MAKING SENSE TO THE WORK TO HAVE THE POSSIBILITY TO ACT ON IT
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USE OF MICRO NARRATIVES
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EXAPTATIONSOMETHING DESIGNED FOR ONE PURPOSE AND USED FOR ANOTHER LEADERS ARE LOOKING TO CREATE EXAPTIVE MOMENTS EVERYTHING SHOULD BE DESIGNED FOR EXAPTATION
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COHERENCEWE KNOW IT IS TRUE VS IT IS NOBODY’S GUESS DECISIONS ARE TAKEN ON COHERENCE AND NOT ON ABSOLUTE COHERENCE IS THE KEY LANGUAGE
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QUESTIONS?
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[email protected] | @ELPEDROMAJOR
COACH | TRAINER
▸ Pierre E. Neis
▸ Senior Lean Agile Coach Product Development & Operational Excellence: Finance, Government, E-commerce, Global Structures, Offshore.
▸ Specialist in Organisational Development and Agile Deployment
▸ Scrum Coach & Trainer, Lean Kanban Coach
▸ References: SAP UK, AXA Global, Kingfisher Global, GDF Suez, atHome Group, Touring Assurances, Euroclear, ERDF, Capgemini, Cloudwatt, CNRS, LaPoste Innovation, rueducommerce.com , Invivo, LesFurets.com, CICR, BCG DV
▸ Offices: Luxembourg, Paris, London, Brussels, Geneva, Beirut
▸ Mob. +352 661 727 867
▸ @elpedromajor
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thanks !
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CREDITS
▸ Dave Snowden for the whole content
▸ Liz Keogh for Bicycle Thinking & Frog Thinking
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