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Decision Making

From Harvard Business Review By: David J. Snowden and Mary E. Boone Harvard business. Decision Making. The Cynefin Framework.

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Decision Making

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  1. From Harvard Business Review By: David J. Snowden and Mary E. Boone Harvard business Decision Making

  2. The Cynefin Framework • Cynefin (ku-nev-in): Welsh word that signifies the multiple factors in our environment and our experience that influence us in ways we can never understand. • Therefore—not all decisions have a simple answer.

  3. The Four Domains

  4. Simple Domain • Characteristics: • Repeating patterns • Clear cause and effect • Fact-based management • The Leader’s Job: • Sense, Categorize, Respond • Communicate in clear and direct ways • Interactive communication may not be necessary • Danger! • Complacency and comfort • Desire to make complex problems simple • Overreliance on best practice

  5. Complicated Domain • Characteristics: • Expert diagnosis required • Cause and effect not immediately apparent to everyone • Fact based but—more than one right answer • The Leader’s Job: • Sense, Analyze, Respond • Create panels of experts • Listen to conflicting advice • Danger! • Experts can become overconfident and blind to other solutions • Viewpoints of non-experts are excluded • Analysis Paralysis

  6. Complex Domain • Characteristics: • Flux and unpredictability • Need for creative and innovative approaches • Unknown Unknowns • The Leader’s Job: • Probe, Sense, Respond • Increased levels of interaction and communication • Use methods that help generate ideas • Danger! • Temptation to fall back into habitual command-and-control mode • Temptation to look for facts rather than allowing patterns to emerge • Desire to cut short time involved

  7. Chaotic Domain • Characteristics: • High turbulence • Many decisions and no time • High tension • The Leader’s Job: • Act, Sense, Respond • Look for what works instead of seeking right answers • Provide clear, direct communication • Danger! • Applying a command-and-control approach longer than needed • Missed opportunity for innovation • Chaos unabated

  8. What to take away… • Make sure you can analyze what situation you’re in, be it simple, complicated, complex, or chaotic. • Be flexible with your decision making style.

  9. And… • Don’t make decisions like Steve Carell.

  10. Bibliography • Snowden, David J., and Mary E. Boone. "A Leader’s Framework for Decision Making." Harvard Business Review: The Essential Guide to Leadership. (2009): 59-68. Print.

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