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INTRODUCTION TO CYNEFIN FRAMEWORK | PIERRE E. NEIS | 28.01.2016
GIVING SENSE TO COMPLEXITY
INTRODUCTION TO THE CYNEFIN FRAMEWORK
LEAN AGILE COACH
@UPWARD CONSULTING @ BCG DIGITAL VENTURES
CO-CREATOR #PLAY14
CO-CREATOR AGILE4HR
2
PIERRENEIS@UPWARD.CONSULTING | @ELPEDROMAJOR
SOME REFERENCES
3
THE CYNEFIN FRAMEWORK (…).
Cognitive Edge
PIERRENEIS@UPWARD.CONSULTING | @ELPEDROMAJOR 4
5
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
PIERRENEIS@UPWARD.CONSULTING | @ELPEDROMAJOR 6
PIERRENEIS@UPWARD.CONSULTING | @ELPEDROMAJOR
THE PLAN
SENSE MAKING AND
COMPLEXITY MANAGEMENT
THE CYNEFIN FRAMEWORK
HOW TO ADDRESS
INNOVATION IN DIGITAL
PROJECTS?
7
SENSE MAKING
8
PIERRENEIS@UPWARD.CONSULTING | @ELPEDROMAJOR
Tailor, Drucker
utilityoftheparadigm
time
Function Control
mass production,
automation &
commoditisation
1950 1990
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
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
CYNEFIN: A PLACE OF MULTIPLE BELONGINGS:
CULTURAL, RELIGIOUS, GEOGRAPHIC, TRIBAL…
12
PIERRENEIS@UPWARD.CONSULTING | @ELPEDROMAJOR
2X2 MATRIX: CATEGORISATION MODEL
Low High
LowHigh
Variable 1
Variable2
13
RISK: WE WON'T SEE THE
DIFFERENCES BEFORE IT’S
TOO LATE
CATEGORISATION
MODELS
SENSE
MAKING
MODELS
14
FRAMEWORK PRECEDES DATA
DATA PRECEDES FRAMEWORK
PIERRENEIS@UPWARD.CONSULTING | @ELPEDROMAJOR
3 BASICS SYSTEMS
ORDERED SYSTEMSCOMPLEX SYSTEMS
CHAOTIC SYSTEMS SIMPLE SYSTEMS
DISORDER
15
PIERRENEIS@UPWARD.CONSULTING | @ELPEDROMAJOR
THE CYNEFIN FRAMEWORK
SIMPLE
COMPLEX COMPLICATED
CHAOS
DISORDER
16
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
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
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
BICYCLE THINKING
EXAMPLE
20
PIERRENEIS@UPWARD.CONSULTING | @ELPEDROMAJOR
COMPLICATED (ORDERED SYSTEM)
COMPLICATED
cause effect
ex. do some analysis, work out what the
possibilities are,
expert mindset
a range of possible answersDISORDER
21
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
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
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
DISORDER
24
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
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
FROG THINKING
EXAMPLE
27
PIERRENEIS@UPWARD.CONSULTING | @ELPEDROMAJOR
CHAOS DOMAIN
CHAOS
cause = effect
‣ take action
‣ push into another domain
DISORDER
28
PIERRENEIS@UPWARD.CONSULTING | @ELPEDROMAJOR
CHAOS DOMAIN
CHAOS
cause = effect
‣ take action
‣ push into another domain
NO CAUSE AND EFFECT RELATIONSHIP
DISORDER
29
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
PIERRENEIS@UPWARD.CONSULTING | @ELPEDROMAJOR
DISORDER
SPACE OF NOT KNOWING THE SPACE IN WHERE
YOU ARE IN
DISORDER
31
THE CYNEFIN
FRAMEWORK ALLOWS
TO UNDERSTAND IN
WHICH SYSTEM YOU
ARE EVOLVING AND
WHAT KIND OF
DECISIONS TO TAKE
32
PIERRENEIS@UPWARD.CONSULTING | @ELPEDROMAJOR
THE SIMPLE AND CHAOTIC BOUNDARY
SIMPLECHAOS
cause = effect
cause = effect
DISORDER
33
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
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
DECISION MANAGEMENT
36
KNOWLEDGE MANAGEMENT
37
IT DESIGN
38
PROJECT MANAGEMENT
39
NEW LEADERSHIP CHALLENGES
40
USE THE APPROPRIATE MANNER IN THE
APPROPRIATE DOMAIN
Dave Snowden
PIERRENEIS@UPWARD.CONSULTING | @ELPEDROMAJOR 41
CONSTRUCTIVE
IRRITANT
MAKING SENSE TO THE WORK TO
HAVE THE POSSIBILITY TO ACT ON IT
42
USE OF MICRO
NARRATIVES
43
EXAPTATION
SOMETHING DESIGNED FOR ONE PURPOSE AND USED
FOR ANOTHER
LEADERS ARE LOOKING TO CREATE EXAPTIVE MOMENTS
EVERYTHING SHOULD BE DESIGNED FOR EXAPTATION
44
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
QUESTIONS?
46
PIERRENEIS@UPWARD.CONSULTING | @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
▸ pierreneis@upward.consulting
▸ @elpedromajor
47
thanks !
PIERRENEIS@UPWARD.CONSULTING | @ELPEDROMAJOR
CREDITS
▸ Dave Snowden for the whole content
▸ Liz Keogh for Bicycle Thinking & Frog Thinking
48

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