smconf17 using cynefin to navigate uncertainty aug...
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![Page 1: SMconf17 Using Cynefin to Navigate Uncertainty Aug 2017smconference.com.au/slides/Service-Management-2017-Kim... · 2018. 3. 9. · Using Cynefin to Navigate Uncertainty Kim Ballestrin](https://reader033.vdocuments.net/reader033/viewer/2022051902/5ff2381118b0c809724a1c30/html5/thumbnails/1.jpg)
UsingCynefin toNavigateUncertainty
KimBallestrin
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TheCynefin Framework
TheCynefin FrameworkbyDaveSnowden2014
Unordered Ordered
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Cynefin – ACheckingTool
Notadirecttool– likeatrowelwhenwearebuildingawall
Morelikeaspirit-levelorstringline– withoutitthewalliswonky
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Context– Project-BasedWork
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IdeaCollaborationSessions
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Listthecapabilities– BroadandShallow
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NarrowtheScope
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ArgueScopeIn- Easier
ArgueScopeOut- Harder
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ClassifytheCapabilities
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EasyCanaskforanEstimate
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AnalysisCanbeSolvedbySubjectMatterExperts
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WorkshopsDerailed
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CausesofDerailmentCanofWormsDifficulttocontainedonceopened
RabbitHoleAdeepdarkplacethatleadsnowhere
WildGooseChaseApointlesswasteoftimeandenergy
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CanofWormsTrickytoTackleorNoObviousAnswers
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NamethePeopleandGroupsforEasyandAnalysisItems
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CansofWorms– ExperimentsturnAssumptionsintoFacts
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SomeoftheTheoryBehindtheContextandExperience
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Expertise'Expertisecanalsogetusintrouble.Itcanleadustoviewproblemsinstereotypedways.Thesenseoftypicalitycanbesostrongthatwemisssubtlesignsoftrouble...theseshortcomingsseemasmallpricetopay;however,theremaybetimeswhenafreshsetofeyesproveshelpful‘Klein,G.1998.SourcesofPower:HowPeopleMakeDecisions.MITPress.
Experts Non-Experts
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140Decisionsin2Days
ExpertsAnalysisDecisions
Experts Experts
CanofWormsDecisions
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UsingCynefin inContext
Obvious
Easy
Complicated
Analysis
Complex
'CanofWorms'
Chaotic
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UsesoftheCynefin FrameworkClassification• Tosortitemsofworkandeventssothatthemosteffectiveapproachescanbeexecuted
Sense-Making• Togainalignmentbetweenpeople,especiallywherethereisdisagreement
Movementaroundtheframework• Takingdeliberateactiontomove‘systems’fromcomplextocomplicatedandthenobviousifneeded
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Classification
PaintPoles
Implementnewtechfeature
Developnewtechnology
Sev 1Outage
ProgramplanningPlacetheprogram/projectnamesontotheframeworktodeterminethemosteffectiveplanningapproaches
• Obvious – assignaleadtoplanandexecutetheprogram/project
• Complicated – identifytheappropriateexpertstoplanandthenexecutetheprogram/project
• Complex – startwithanexploratory/R&D,orexperimentalapproachuntilcertaintyisincreasedandtheprogram/projectmovesintothecomplicateddomain
StrategyE.g.inChaotic – preparation forSev 1outagesincludedrillssothatteamsareprepared torespondmoreeffectively
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Facilitation
Isitadefect?(Developer)
Isitadefect?(ProgramManager)
Sortingthroughdisagreements• Aquestionassimpleas‘Isitadefect?’canbe
intheobviousdomainforadeveloperandinthecomplexdomainforaprogrammanager
• Theframeworkprovidesabasistoachieveacommonunderstandingofcomplexissues
Changemanagement• FacilitationtechniquesbasedontheCynefin
frameworkenableconstructiveconversations,evenabouttopicsthatarehighlypolitical
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MovementThroughtheDomainsComplextoComplicated• ResearchandDevelopment
• Experimentation
• EarlyphasesofAgile
ComplicatedtoObvious• Standardisationofpractices
• Opportunities forAutomation
‘Shallow’DipintoChaotic• Deliberatedisruption (itisa‘shallow’dip
becausesustainedchaosleadstosub-optimaloutcomes)
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TypesofRisk
Obvious
Catastrophic
Uncertain
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OtherTypesofRisk
Inventory
Wait-Time
SunkCost‘Truth’
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IdeaCollaborationSessionsStopUnfeasibleIdeasEarly
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Principles•Coverscopebroadlyandshallowly•Narrowthescopeasearlyaspossible•Arguescopeinratherthanarguescopeout
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•Classifythework– Easy,Analysis,CansofWorms•Planworkshopsaroundthedifferentclassifications
Principles
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.....AndQuarantineThoseCansofWorms
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ThankyouKimBallestrin
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