A framework for leaders to make decisions "Cynefin Framework"
In the event of a problem in the organization, the leader needs to quickly grasp the situation and decide the way to solve the problem and take action. At this time it is the decision framework "Cynefin FrameworkIt is described in Harvard Business Review dealing business news.
A Leader's Framework for Decision Making
Cynefin framework - Wikipedia
◆ Simple (Simple)
The Cynefin Framework has five domains (thinking areas) according to the situation. Harvard Business Review explains four of the five, the first being 'simple'. Simple is a situation where the causal relationship between the cause of the problem and the outcome is obvious to anyone. In this situation, leaders are required to recognize and classify the situation and take best practices based on practice. For example, "The amount of the loan paid was less than the necessary amount (recognition of the problem)" → "Review the payment plan of the loan and think about future payment plan (classification)" → "We do not accept payment, I will administer (correspondence), and so on.
Under this circumstance, it is quite rare for leaders and group members to disagree in opinion, so we do not need time-consuming conferences and communication. You can make decisions as easily as you can leave it to others.
The "complex" domain is a case where there is more than one solution method, unlike simple, though it is clearly a causal relationship. In this case, the leader needs to solve the problem with the framework "recognition - analysis - correspondence". The approach to the complex problem is not easy, and often it may require expert opinion. "Combined" is a situation where the driver notices that there is something wrong with the car while driving and calls an expert to have the problem diagnosed.
Under complex circumstances, it is necessary to apply appropriate measures rather than best practices. As an expert for that, experts tend to avoid suggestions calling for discussion and tend not to adopt the opinion of non-experts, so the leader is listening to the opinion of experts but other opinions It is important in problem solving to incorporate it.
The "complex" domain in the Cynefin Framework is that there is at least one correct answer, but I do not know if I can derive the answer. Problems such as "unfortunate quarter", "change of management team", "mergers and acquisitions" that occur in many companies are "complicated". In this complicated situation, it is difficult to understand the causal relationship if it does not look back after the problem occurrence, it is impossible to grasp in advance. It is important for leaders to investigate the problem first, then to deal with it after recognizing it, and to take countermeasures that came out suddenly in the discussion. It seems that creative ideas are sometimes born under circumstances where there are few materials than under conditions where there are many materials to solve the problem.
◆ Chaotic (Chaotic)
In the "chaos" domain, there is no cause-effect relationship between the cause and the result, and it is meaningless to try to find the correct answer to the problem solution. To talk about the actual problem, it happened on 11th September 2001September 11 terrorist attacks in the United StatesIt corresponds to chaos. In the situation of chaos, the leader first "conducts" to take command, recognizes the place where the situation is unstable and the place where the situation is stable. Then change the situation from "chaos" to "complicated" and respond. Communication at this time is not necessarily top-down type which gives support to the members from the leader, and there is no time to seek advice.
in Note, Posted by darkhorse_log