The document discusses change and leadership in complex systems. It introduces the Cynefin framework, which categorizes problem contexts as simple, complicated, complex, or chaotic. Each context requires different leadership approaches. The framework can help leaders determine the appropriate decision-making approach based on whether the problem has known or unknown factors, discoverable or non-repeatable cause-and-effect relationships, and other variables. The document advocates using tools like sensemaking, visualization, and perspective filters to effectively lead in complex adaptive systems.

1. Change and Leadership in Complex Systems Anne Adrian, Kevin Gamble, Beth Raney, Jerry Thomas

4. Many Right Answers Only Experts Know Answer No Right Answer One Answer

5. Cynefin kʌnɨvɪn: cu-nev-in

6. en.wikipedia.org/wiki/File:Cynefin.png www.anecdote.com.au/archives/2009/04/a_simple_explan.html Snowden, D.J. Boone, M. "A Leader's Framework for Decision Making". Harvard Business Review, November 2007, pp. 69-76.

7. en.wikipedia.org/wiki/File:Cynefin.png www.anecdote.com.au/archives/2009/04/a_simple_explan.html Snowden, D.J. Boone, M. "A Leader's Framework for Decision Making". Harvard Business Review, November 2007, pp. 69-76. Complicated Known unknowns Cause & effect are discoverable & separated over time & space Good practice Expert diagnosis More than one possible right answer Analytical & scenario planning Systems thinking Sense-Analyze-Respond Complex Unknown unknowns Cause & effect are coherent only in retrospect & do not repeat Emergent practice Pattern management Perspective filters Complex adaptive system Probe-Sense-Respond Chaotic Unknowables No cause & effect Novel practice Stability-focused intervention Enactment tools Crisis management Act-Sense-Respond Simple Known knowns Cause & effect is obvious, repeatable, & predictable Best practice Standard operating procedure Sense–Categorize–Respond

13. The Future, Backwards

14. Sensemaking Research

15. Visualization – Fitness Landscape

16. Discussion