These slides are for the National eXtension Virtual Conference, October 2010, capstone session, "Framework for Decision Making."

1. A Framework for Decision Making Anne Adrian, Kevin Gamble, Rhonda Conlon, Beth Raney, Jerry Thomas NeVC 2010

2. Complex Systems innovative contemporary non-linear flexible agile

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. 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 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.

8. Seeing the Unseen “ We don’t see things as they are, we see things as we are.” ~ Anais Nin

9. Conversation

10. Contact Info: Anne Adrian: anne.adrian@extension.org Rhonda Conlon: rhonda_conlon@ncsu.edu Kevin Gamble: [email_address] Beth Raney: beth.raney@extension.org Jerry Thomas: thomas.69@cfaes.osu.edu