A632.8.3.RB_Reflections on the Cynefin Framework

I have found that to me the Cynefin framework is rather confusing and not easy to understand at certain points. I suppose that is because I am simple and I like to stay in my happy quadrant but I am sure there are other reasons. Understanding and analyzing the framework forces you to think about how others go through the decision-making process and how they have to “shift their decision-making styles to match changing business environments” (HRB, 2007, p.7). This framework also forces me to see how I make decisions and what processes I use to get my answer. I know that I will use this framework a lot going forward in my career in two ways, one will be for myself and the way I make decisions but also in how I understand other people’s decision-making abilities and processes.

I would venture to say that we don’t even realize we are shifting quadrants when making certain decisions. I know that at times, although I would rather stand firm to the fact that I am always simple, I do have a mixture of complicated, complex, and even chaotic moments in my decision-making.

In my previous position for Embry-Riddle I was changing my decision making style just as often as most people change their underwear. That position was hectic and stressful and it didn’t fit me. I like calmness when I am work because I will create my own chaotic state of mind all on my own with no help from outside variables. I think if I had known this decision-making model before I might have been able to shift my way of thinking to allow more calmness in my life and make decisions in a smoother fashion. I find that when you are given the tools to succeed you will do it independently but when you are not, you lose the ability to manage all different types of situations. I found that my supervisor and I were not on the same page in the decision-making process and that caused for conflict. I believe that being a leader means you know your followers make decisions and they know how you make decisions; this creates a sense of balance.

The decision to move to New Smyrna Beach was a huge decision for me. It meant that I would be leaving everything I knew from Tampa including my friends and family. This decision fell into the complex decision-making quadrant. There were many unknowns but it was a decision I was ready to make. Shortly after making that decision I was faced with another decision, the decision to be single and alone in this town that I had only been in for 2 years. This decision was both chaotic to some degree but mostly complicated. There were unknowns but there were facts and I had to listen to the good advice from others. Luckily these two decisions although are very similar but fell into different quadrants.

After critically analyzing the Cynefin Framework, the following 5 ways can provide an improved context for decision making:

1. Clearly identifies 4 distinct areas in which your quadrant will affect your decision-making process
2. Allows you to fit the decision-making process into a specific quadrant for the best results
3. Creates a clear understanding of the possible ways we make decisions
4. Helps you understand the danger signals for that quadrant and how that can affect your results
5. Enables to understand how others will and do make decision