As an academic advisor, problem solving is a daily task. While most questions I deal with are general and straightforward, there are cases where problem solving require more time and thinking. As leaders, it is important to keep in mind that situations come in different forms. Ones must be able to correctly identify the type of situation they’re in and figure out the most effective way to handle them. The Cynefin Framework is one of many tools leaders can use to do this.
The Cynefin Framework is divided into four main quadrants: simple, complicated, complex, and chaotic. The center of the framework includes a fifth element known as disorder, where the situation is unclear on where it should be categorized (Snowden & Boone, 2007). While the framework help identify which of the five categories fit well with the situation we’re dealing with, there are some cases where situations can merge and involve more than one context.
The first example I can recall is during my first few weeks as an advisor. Prior to working at my current location, I was receiving training at a neighboring campus with another advisor. One of the few things we went over were how to make degree maps, or course recommendations to students. Initially, I fell into the simple context: where there’s minimal thinking and cause and effects are easily identified (Snowden & Boone, 2007). For this case, I thought that a map would be completed by simply listing the courses the student requires for their degree. After my advisor reviewed it, she told me that the importance was to consider the student themselves. This then shifted the situation from simple to complicated: since now I need to consider the student’s preferences and schedule.
Another example I recently recall is when I received an email from an instructor: who was concerned about one of my student. The instructor notified me about the student’s consecutive absences and declining grades. Initially, the situation was categorized as complicated. I knew that there was something going on with the student and he needed to be reached out and given a few options. While I assumed that the student was dealing with scheduling disputes (most common reason), the situation became complex and nearly chaotic when he did not respond immediately. It wasn’t until a few weeks later when he finally reached us: stating that his father passed away.
As an advisor, I often have the habit of viewing the situation as one big cluster. This often times make it confusing and difficult to understand the situation: often times leading me to make less effective decisions. Personally, I believe the key of using the Cynefin Framework is to simplify complexity. In addition of helping leaders identify what the situation is and how to handle them, the tool provides a starting point and allows one to take apart the situation so ones can absorb information easier. The idea Is a lot like Systems of Thinking: we take apart the main idea and examine its smaller parts (Nosich, 2012). By taking apart and understanding the smaller components, we’re not only understanding the situation easier and more efficiently, but this could lead to leaders to branch out and see and understand things they weren’t initially aware about (Nosich, 2012).
References:
Nosich, G.D. (2012). Learning To Think Things Through: A Guide to Critical Thinking Across the Curriculum. Boston: Pearson Education.
Snowden, D. & Boone, M. (2007). A Leader’s Framework for Decision Making. Harvard Business Review. Retrieved from https://hbr.org/2007/11/a-leaders-framework-for-decision-making.
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