5. 5
ALLOWS EXECUTIVES TO SEE
THINGS FROM NEW VIEWPOINTS
ASSIMILATE COMPLEX CONCEPTS
ADDRESS REAL-WORLD
PROBLEMS AND OPPORTUNITIES
6. 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
PIERRENEIS@UPWARD.CONSULTING | @ELPEDROMAJOR 6
10. PIERRENEIS@UPWARD.CONSULTING | @ELPEDROMAJOR
Tailor, Drucker
utilityoftheparadigm
time
SCIENTIFIC M ANAGEMENT
SYSTEM THINKING
Hammer, Senge,
Kaplan, Nonaka
Function Control
Information Control
mass customisation,
scalable, reliable
technology and
communication
mass production,
automation &
commodification
1950 1990 2010
11. PIERRENEIS@UPWARD.CONSULTING | @ELPEDROMAJOR
Tailor, Drucker
utilityoftheparadigm
time
SCIENTIFIC MANAGEMENT
SYSTEM THINKING
S E NS M AK IN 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
12. CYNEFIN: A PLACE OF MULTIPLE BELONGINGS:
CULTURAL, RELIGIOUS, GEOGRAPHIC, TRIBAL…
12
17. PIERRENEIS@UPWARD.CONSULTING | @ELPEDROMAJOR
SIMPLE (ORDERED SYSTEM)
SIMPLE
cause = effect
ex. standard operating procedures
best practices
one or few good answers
It’s predictable and repeatable.
DISORDER
17
18. PIERRENEIS@UPWARD.CONSULTING | @ELPEDROMAJOR
SIMPLE (ORDERED SYSTEM)
SIMPLE
cause = 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
18
19. PIERRENEIS@UPWARD.CONSULTING | @ELPEDROMAJOR
SIMPLE (ORDERED SYSTEM)
SIMPLE
cause = 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
19
22. PIERRENEIS@UPWARD.CONSULTING | @ELPEDROMAJOR
COMPLICATED (ORDERED SYSTEM)
COMPLICATED
cause 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
22
23. PIERRENEIS@UPWARD.CONSULTING | @ELPEDROMAJOR
COMPLICATED (ORDERED SYSTEM)
COMPLICATED
cause 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
23
25. PIERRENEIS@UPWARD.CONSULTING | @ELPEDROMAJOR
COMPLEX
COMPLEX
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
25
26. PIERRENEIS@UPWARD.CONSULTING | @ELPEDROMAJOR
COMPLEX
COMPLEX
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
26
30. PIERRENEIS@UPWARD.CONSULTING | @ELPEDROMAJOR
CHAOS DOMAIN
CHAOS
cause = effect
‣ take action
‣ push into another domain
NO CAUSE AND EFFECT RELATIONSHIP
DECISION MODEL:
ACT - SENSE- RESPOND
NOVEL PRACTISE
DISORDER
30
34. PIERRENEIS@UPWARD.CONSULTING | @ELPEDROMAJOR
THE SIMPLE AND CHAOTIC BOUNDARY
SIMPLECHAOS
cause = effect
cause = 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
34
35. PIERRENEIS@UPWARD.CONSULTING | @ELPEDROMAJOR
SIMPLE
COMPLEX COMPLICATED
CHAOS
cause = effect
ex. standard operating procedures
best practices
one or few good answers
cause effect
ex. 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
35
44. EXAPTATION
SOMETHING DESIGNED FOR ONE PURPOSE AND USED
FOR ANOTHER
LEADERS ARE LOOKING TO CREATE EXAPTIVE MOMENTS
EVERYTHING SHOULD BE DESIGNED FOR EXAPTATION
44
45. COHERENCE
WE KNOW IT IS TRUE VS IT IS NOBODY’S GUESS
DECISIONS ARE TAKEN ON COHERENCE AND NOT ON
ABSOLUTE
COHERENCE IS THE KEY LANGUAGE
45