The Cynefin framework, developed by Dave Snowden in 1999, is a sense-making tool used to aid decision-making by helping leaders recognize the context in which they are operating. The name "Cynefin" (pronounced kun-EV-in) is a Welsh word that signifies the multiple factors in our environment and our experience that influence us in ways we can never fully understand.
Unlike traditional categorization models, Cynefin is a sense-making framework. It suggests that not all problems are created equal and that the leadership style or management technique that works in one context may fail spectacularly in another. By identifying whether a situation is clear, complicated, complex, or chaotic, leaders can adopt the most effective strategy for action.
This is the domain of "known knowns." Problems are well-understood, and the relationship between cause and effect is clear to everyone. Here, "best practice" reigns. The approach is to Sense - Categorize - Respond: assess the facts, categorize them based on established rules, and follow the prescribed procedure.
This is the domain of "known unknowns." Cause and effect are related, but the relationship is not immediately obvious and requires analysis or expertise. This is the realm of "good practice" (as there may be several right answers). The approach is to Sense - Analyze - Respond: bring in experts to investigate the situation and determine the best course of action.
This is the domain of "unknown unknowns." Cause and effect can only be understood in retrospect. This is the realm of "emergent practice." Because the environment is constantly changing, you cannot predict the outcome of any action. The approach is to Probe - Sense - Respond: conduct safe-to-fail experiments to see what works, sense the patterns that emerge, and then amplify the good ones.
In the chaotic domain, cause and effect are shifted and unidentifiable. This is often the domain of crisis management. The primary goal is to establish order. The approach is to Act - Sense - Respond: act quickly to stabilize the situation, sense where there is stability or further chaos, and then respond to move the situation from chaos to complexity.
The central domain of Confusion occurs when it is unclear which of the other four domains applies. This is a dangerous state, as leaders tend to act according to their personal preference (e.g., an expert will treat everything as complicated) rather than the actual context. The goal here is to break the problem down into constituent parts and assign each to one of the other four domains.
To lead effectively using Cynefin, practice the following: