A632.8.3.RB - Reflections on the Cynefin Framework

A632.8.3.RB - Reflections on the Cynefin Framework

            The Cynefin framework was developed as a way to see problems from new viewpoints, identify and adapt to complex concepts, and address current real world-problems.  This process also helps to improve communication and understand the realm of current situation.  The Cynefin framework helps managers and executives sense which context they are in so that they can not only make better decisions, but also problem solve when their preferred management style fails.  The goal is for managers to be able to shift their decision-making styles to match changing business environments.  The Cynefin helps to identify these contexts and systematically approach real issues to find a suitable solution.

The framework is referred to as a sense-making framework where the framework precedes the data that will be dispersed throughout it.  It suggests that that understanding the type of issue and the elements that are paired with the problem can help to determine the best route to find the solution.  It appears to be focused on a more time efficient use of the decision making process. Julia Wester suggest that it is a place of one’s multiple dwellings, and that there are many different influences on who one is, but one cannot know them all.  This framework creates a more rational approach to categorizing information in order to find the best strategy for dealing with it to resolve a problem, or make a decision. (Wester, 2013)

The Cynefin Framework can effectively boost my decision-making process if I consider its implications whenever I face a decision.  It can help me realize the level of difficulty I may (or may not) face when making a decision and whether or not I would be effectively able to determine the outcome of my actions.  The Cynefin Framework refers to a place of multiple properties in which things that influence me (memories, knowledge, experience, etc.) reside but I don't know what they are (or exactly where). It constitutes four basic systems of decision-making and experience. The first is the Known/Simple. This system tends to be the most ordered; relationships contained here are obvious. The second is the Knowable/Complicated which tends to be more analytical. This sphere deals with cause and effect relationships that are not always obvious. Next we have the Complex section where there is no causality and results are unknown. This is where we should test things for failure and stop when they do or continue if they succeed. Finally, there is the Chaotic zone. In dealing with this category, we must act quickly to stabilize the situation. Somewhere between all of these rests Chaos where we dwell should we fail to recognize the connections and respond accordingly. (Snowden, 2007)

In my role as an manufacturing engineer and Prime, I have responsibility for the build plan of the aircraft. That would include signing of detail changes in the part and build engineering. I also have to coordinate with supplier management and the vendors. The program that I currently work on is a new plant build a new product. So the supply chain has not been shore up.

There was a problem that Snowden would call complex and chaotic. A change had been approved to make a significate change in the build and material of a vendor supplied part. When something is change on the level that it effects the vendor they are notified and given a date to respond to a request. The date given is in correlation to a certain aircraft number.

There were a lot of missed opportunities to make this change successful. The design team called out material and processes to be used that had never been tried in production. Contracts and communication was not clear or prompt. Supplier management did not state the needs or the importance of the parts and components to the program. And all the while the production line is still moving and making considerations for the missing components.

I had to make decisions on how and where to outsource the work to expedite the build of the components. With the production line still moving I had to figure out a way to incorporate these parts out of sequence of the build plan and how to catch up with current demand. Then there was the matter of should I have the contract pull from the vendor and add work to the production team in house.

The Cynefin Framework could and would have been a help tool in that situation. The for quadrants could have help bring everything into focus and simplified.

Works Cited

Snowden, D. a. (2007). A leaders framework for decision making (Links to an external site. Harvard Business Review.

Wester, J. (2013, September 29). Understanding the Cynefin framework – a basic intro. Retrieved from EVERYDAY KANBAN: http://www.everydaykanban.com/2013/09/29/understanding-the-cynefin-framework/