Cynefin in an agile world

Editor's Notes

• #2: How to think in different states of “being”…
• #3: Problem solving + thinking skills. Problem solving -> Do I know the answer? How can I find it out? Thinking skills -> As an escalation path for thought process + work approaches We live in a world where are there knowns…and a lot of…
• #4: And unknowns. When doing any work where there may be new things we want to find them out quickly And we start to identify the things we know we don’t know But there is still the unknown knowns.
• #5: How does the complexity of a project determine the approach to delivering the project?   Big ball of mud. Complexity can be seen as having the following characteristics: Refer to list…. How do you account for complexity throughout the SDLC?
• #6: Sense making is the process of understanding the nature, including complexity of a system. How to make sense of something.
• #7: A great way of making sense and closing the gap between the known and the unknown is through the Cynefin framework. It’s a tool that allows you to navigate through complexity.
• #8: The Framework was originally developed in 1999 in the context of knowledge management and organisational strategy by Dave Snowden. Collective experience such as stories or music. It describes a “perspective on the evolutionary nature of complex systems, including their inherent uncertainty”. The framework allows us to understand the nature of problems & work, thus applying the most appropriate method of knowledge management & decision making.
• #9: Understand your current environment so that you can start to work through the chaos, complexity and ambiguity by taking steps to reduce and manage the ambiguity and eventually move towards automation of the simple activities.
• #11: 5 Domains, not quadrants – the boundaries are fuzzy, flexible – including the one in the middle – Disorder. Crossing a boundary signifies that there needs to be a shift in our frame of mind, that is different from what it was before. The boundary between simple and chaotic is seen as a catastrophic one: complacency leads to failure.
• #12: Disorder is the place where there is no clarity at all. I won’t refer to this again – but it’s helpful to know that there is a place where confusion can exist.
• #14: A watch maker, aka a watch expert, can disassemble a watch and put it back together, But a vet cannot do that with a frog. Simple Automate Obvious – The known stuff C=E Cause and Effect relationships are repeatable, perceivable & predictable. Complicated More work – The knowable stuff C--->E Cause and effect are separated over time and space Complex Cannot Predict - The Unknowable C E (in circle) Cause and effect are only coherent in retrospect Chaotic We act by knowing where the exits are and following the drills – we don’t bother estimating in this – just do it House is on fire - The Incoherent C ≠ E No cause and effect relationships Complacency in simple can lead to “falling over” into chaotic catastrophically.
• #15: We often start in the chaotic domain. Especially when doing something for the first time. There does not seem to be a connection between the cause and effect. By the 2nd time we understand more about the cause and effect relationship and can start to see that they may be within the same realm. The 3rd time we do something it is becoming less complex, though may still be complicated, a pattern may be emerging. And often by the 4th time we can see the pattern and even start to think about automating it.
• #16: When learning a new skill or practice – one that has guidelines, documentation, or rules, associated with it we usually start with the simple things. Simple – Follow the rules – Shu - Best practice being that which has been documents/accepted/written about in books/captured in a formal “standard” e.g. 9001 - Everyone knows the right answer Complicated – Bend the rules – Ha - Not quite the whole shebang, not optimised for maximum efficiency, but it does get the job done – just enough - What we need to spend time & energy finding out; an expert would know Complex – Evolve/discover new rules – Ri - What we can pattern retrospectively Chaotic – Create new rules – Before Shu - What we need to stabilize for patterns to emerge; there is no right answer
• #17: Cynefin gives us ways of approaching different environments… Simple – see one, do one or see the situation know the answer – Blooms: Remember / Understand / Apply Complicated –see the situation consider the options, then action an option – Blooms: Analysis Complex – create an experiment, see the results, create a new experiment - Blooms: Evaluating Chaotic – there are no rules that apply, we need new rules - Blooms: Creating Sense Collect sufficient data to identify the characteristics of this aspect of a situation Categorize Identify where these characteristics fit within known world Analyse Rely on expert opinion and diverse stakeholder perspectives in order to identify cause-effect relationships & select appropriate response Respond Carry out the practice that has been proven most appropriate to that category (e.g. best, good, emergent or novel practice) Probe An experiment that makes patterns more visible and knowable by sensing. Act A strong intervention designed to shock a chaotic aspect of the situation back into some form of order
• #18: There are different leadership skills / approaches that are required in the different domains too… Simple – Can you do this Complicated – This work together Complex – How do you think it should work Chaotic – Do it now
• #25: When you’re next faced with a problem, question your thinking and problem solving approach. See if the problem can indeed be tackled with best or good practice or whether you need to do a little probing, sensing and responding.