I do not think Cynefin is a new process, I just believe it is now defined and categorized for simplicity. I can definitely see the Cynefin framework providing a new perspective for decision making by exploring new techniques. From a personal perspective, I feel I look at different perspectives of a situation, not just my own. By using the Cynefin framework, I must now consider it’s a broader range of implications when faced with the decision-making process. Another aspect of this thinking process is it allows for the analytical analysis of cause and effect relationships that are not always apparent. Cynefin framework can benefit my decision-making because I can determine the best solution process by using each quadrant when I am trying to understand and address a specific problem. I have considered many ways I can use his framework in the future.
For simple contexts, I will have a clear understanding of the cause-and-effect relationships that is general knowledge to the stakeholder around me. However at the same time I must be careful of complacency; when things are going smooth, be ready to respond to dangers.
For complicated contexts, I must address situations that may contain multiple right answers, which I have experienced (expert diagnosis) on numerous occasions in different roles and levels of leadership. As a person in a leadership position, I have to take into consideration my analytical thinking process and my experience level of dealing with particular issues. For me to improve the opportunity of success, this includes surrounding myself with experts that can benefits the organization.
The third quadrant of complex contexts requires me to have the ability to look deep into a situation, because thing are not always what they seem. History has proven that fact are indisputable, however they may not always provide the answer we seek in certain situations. In such situation patterns may prove more valuable in the decision making process. Depending on the situation, there can be many correct solutions and those answers may be influenced by many unseen influences. The key here is patience where I need to use self-reflection.
The last quadrant is Chaotic Contexts, and in its most basic definition is unpredictable. There are no patterns due to the fact that things happen that are beyond our control. The key here is how I, as a leader, adjust to gain control of the situation and move forward. This included providing clear, unambiguous communication to stakeholders.
Two decisions that I have recently made were both based on my educational endeavors; one was to continue with a graduate course and the other was to enroll in an education program at a different university. The decision to continue with a course of online education statistics for which I was not properly prepared so it totally caught me off guard. It definitely was categorized under that of the complex and/or chaotic quadrant. It was complex because I did not necessarily have the prerequisites to understand the concepts and due to the fact that it was online, I did not have a professor handy for assistance. Within the first two weeks, I found myself frustrated and confused. The decision I had to make was chaotic because I had to act quickly or I would have to repay funding for the course. The situation was very complex because the instructor told me I could pass the course, but it would require me to do a lot of studying to catch up with the rest of the class. Beside that I was not sure how much learning I would gain from the course at this point.
The next scenario involved me deciding on a graduate degree program. For this process, my decision was both knowable/complicated and known/simple. It was complicated because I was uncertain as to whether or not my choice would benefit me personally and/or professionally (likely not both) and whether or not there would be any negative consequences for my actions since I really desired to complete the PH.D program because I was not sure if another masters degree would truly satisfy my professional development desires. It was simple because I knew what options were available to me and what the direct results of them would be over time. At the time, I had a clear understanding of the implications of my decisions and which have aided in my decision-making process. Now that I understand the cynefin framework, I may have to reconsider my decision and reevaluate my current degree program.
I feel that are numerous ways I can improve on my decision making skills, with my newly learned information. The new techniques will allow me to become a better leader in both my personal and professional life: do not rush my decision making process; assuming the situation is simple at face value, allow time for self-reflection and get opinions from outside individuals, put emphasis on the importance of communication, ensure all parties share this thought process, do not be afraid to look at unorthodox options to address issues ( think outside the box), encourage interaction between stakeholders, and do not become the lone ranger where you are the only one who makes decisions.
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