giving sense to complexity pmi lebanon

INTRODUCTION TO CYNEFIN FRAMEWORK | PIERRE E. NEIS | 28.01.2016

GIVING SENSE TO COMPLEXITYINTRODUCTION TO THE CYNEFIN FRAMEWORK

LEAN AGILE COACH @UPWARD CONSULTING @ BCG DIGITAL VENTURES

CO-CREATOR #PLAY14

CO-CREATOR AGILE4HR

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[email protected] | @ELPEDROMAJOR

SOME REFERENCES

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mailto:[email protected]

THE CYNEFIN FRAMEWORK (…).

Cognitive Edge

[email protected] | @ELPEDROMAJOR 4


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ALLOWS EXECUTIVES TO SEE THINGS FROM NEW VIEWPOINTS

ASSIMILATE COMPLEX CONCEPTS

ADDRESS REAL-WORLD PROBLEMS AND OPPORTUNITIES

USING THE CYNEFIN FRAMEWORK CAN HELP EXECUTIVES SENSE WHICH CONTEXT THEY

ARE IN SO THAT THEY CAN NOT ONLY MAKE BETTER DECISIONS BUT ALSO AVOID THE

PROBLEMS THAT ARISE WHEN THEIR PREFERRED MANAGEMENT STYLE CAUSES THEM

TO MAKE MISTAKES.

Cognitive Edge




THE PLAN

SENSE MAKING AND COMPLEXITY MANAGEMENT THE CYNEFIN FRAMEWORK

HOW TO ADDRESS INNOVATION IN DIGITAL

PROJECTS?

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SENSE MAKING

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Tailor, Drucker

utili

ty o

f the

par

adig

m

time

Function Control

mass production, automation &

commoditisation

1950 1990



Tailor, Drucker

utili

ty o

f the

par

adig

m

time

S C I E N T I F I C M A N A G E M E N T

S Y S T E M T H I N K I N G

Hammer, Senge, Kaplan, Nonaka

Function Control

Information Control

mass customisation, scalable, reliable technology and communication


commodification

1950 1990 2010



Tailor, Drucker

utili

ty o

f the

par

adig

m

time

S C I E N T I F I C M A N A G E M E N T

S Y S T E M T H I N K I N G

S E N S M A K I N G

Hammer, Senge, Kaplan, Nonaka

Function Control

Contrôle de l’Information

Ability to situate a network

mass customisation, scalable, reliable technology and communication


commodification

mass collaboration, generalised social computing,

globalisation

1950 1990 2010


CYNEFIN: A PLACE OF MULTIPLE BELONGINGS: CULTURAL, RELIGIOUS, GEOGRAPHIC, TRIBAL…

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2X2 MATRIX: CATEGORISATION MODEL

Low High

Low

Hig

h

Variable 1

Varia

ble

2

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RISK: WE WON'T SEE THE DIFFERENCES BEFORE IT’S

TOO LATE


CATEGORISATION MODELS

SENSE MAKING MODELS

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FRAMEWORK PRECEDES DATA

DATA PRECEDES FRAMEWORK


3 BASICS SYSTEMS

ORDERED SYSTEMSCOMPLEX SYSTEMS

CHAOTIC SYSTEMS SIMPLE SYSTEMS

DISORDER

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THE CYNEFIN FRAMEWORK

SIMPLE

COMPLEX COMPLICATED

CHAOS

DISORDER

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SIMPLE (ORDERED SYSTEM)

SIMPLEcause = effect

ex. standard operating procedures best practices one or few good answers

It’s predictable and repeatable.

DISORDER

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THE RELATION IS SELF EVIDENT FOR EVERY SINGLE PERSON

DISORDER

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THE RELATION IS SELF EVIDENT FOR EVERY SINGLE PERSON

DECISION MODEL: SENSE - CATEGORISE- RESPOND

WE APPLY BEST PRACTICES

DISORDER

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BICYCLE THINKINGEXAMPLE

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COMPLICATED (ORDERED SYSTEM)COMPLICATEDcause effectex. do some analysis, work out what the possibilities are, expert mindset a range of possible answersDISORDER

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COMPLICATED (ORDERED SYSTEM)COMPLICATEDcause effect

you have to put some effort in the relationship

ex. do some analysis, work out what the possibilities are, expert mindset a range of possible answers

THE RELATION IS NOT SELF EVIDENT AND REQUIRES EXPERTISE

DISORDER

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COMPLICATED (ORDERED SYSTEM)COMPLICATEDcause effect

you have to put some effort in the relationship

ex. do some analysis, work out what the possibilities are, expert mindset a range of possible answers

THE RELATION IS NOT SELF EVIDENT AND REQUIRES EXPERTISE

DECISION MODEL: SENSE - ANALYSE- RESPOND

WE APPLY GOOD PRACTICES

DISORDER

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COMPLEXCOMPLEX

cause / effect

‣ non linear relationships ‣ all about the network ‣ never complete ‣ stakeholders decide what is good ‣ is where innovation happens ‣ patterns helps micro narratives

DISORDER

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COMPLEXCOMPLEX

cause / effect


CAUSE AND EFFECT ARE ONLY OBVIOUS IN HINDSIGHT, WITH UNPREDICTABLE EMERGENT

OUTCOMES

AGENT - AGENT MODIFIES THE SYSTEM SAFE-TO-FAIL EXPERIMENTS

DISORDER

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COMPLEXCOMPLEX

cause / effect


CAUSE AND EFFECT ARE ONLY OBVIOUS IN HINDSIGHT, WITH UNPREDICTABLE EMERGENT

OUTCOMES

DECISION MODEL: PROBE - SENSE- RESPOND

NEW WAY OF DOING THINGS EMERGENT PRACTISE - DIFFERENT - UNIQUE

AGENT - AGENT MODIFIES THE SYSTEM SAFE-TO-FAIL EXPERIMENTS

DISORDER

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FROG THINKINGEXAMPLE

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CHAOS DOMAIN

CHAOScause = effect

‣ take action ‣ push into another domain

DISORDER

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CHAOS DOMAIN

CHAOScause = effect


NO CAUSE AND EFFECT RELATIONSHIP

DISORDER

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CHAOS DOMAIN

CHAOScause = effect


NO CAUSE AND EFFECT RELATIONSHIP

DECISION MODEL: ACT - SENSE- RESPOND

NOVEL PRACTISE

DISORDER

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DISORDER

SPACE OF NOT KNOWING THE SPACE IN WHERE YOU ARE IN

DISORDER

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THE CYNEFIN FRAMEWORK ALLOWS TO UNDERSTAND IN WHICH SYSTEM YOU ARE EVOLVING AND WHAT KIND OF DECISIONS TO TAKE

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THE SIMPLE AND CHAOTIC BOUNDARY

SIMPLECHAOScause = effectcause = effect

DISORDER

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THE SIMPLE AND CHAOTIC BOUNDARY

SIMPLECHAOScause = effectcause = effect

THE CLIFF IF YOU BELIEVE THAT YOUR SYSTEM IS SIMPLE

AND THE SYSTEM DOESN’T BELIEVE IT YOU FALL INTO DRAMATIC CHAOS

ALL THE OTHER BOUNDARIES ALLOWS TRANSITION.

ALL BUT NOT THIS!

DISORDER

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SIMPLE

COMPLEX COMPLICATED

CHAOScause = effect


cause effectex. do some analysis, work out what the possibilities are, expert mindset a range of possible answers

cause / effect


cause = effect


DISORDER

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DECISION MANAGEMENT

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KNOWLEDGE MANAGEMENT

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IT DESIGN

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PROJECT MANAGEMENT

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NEW LEADERSHIP CHALLENGES

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USE THE APPROPRIATE MANNER IN THE APPROPRIATE DOMAIN

Dave Snowden



CONSTRUCTIVE IRRITANT

MAKING SENSE TO THE WORK TO HAVE THE POSSIBILITY TO ACT ON IT

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USE OF MICRO NARRATIVES

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EXAPTATIONSOMETHING DESIGNED FOR ONE PURPOSE AND USED FOR ANOTHER LEADERS ARE LOOKING TO CREATE EXAPTIVE MOMENTS EVERYTHING SHOULD BE DESIGNED FOR EXAPTATION

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COHERENCEWE KNOW IT IS TRUE VS IT IS NOBODY’S GUESS DECISIONS ARE TAKEN ON COHERENCE AND NOT ON ABSOLUTE COHERENCE IS THE KEY LANGUAGE

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QUESTIONS?

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COACH | TRAINER

▸ Pierre E. Neis

▸ Senior Lean Agile Coach Product Development & Operational Excellence: Finance, Government, E-commerce, Global Structures, Offshore.

▸ Specialist in Organisational Development and Agile Deployment

▸ Scrum Coach & Trainer, Lean Kanban Coach

▸ References: SAP UK, AXA Global, Kingfisher Global, GDF Suez, atHome Group, Touring Assurances, Euroclear, ERDF, Capgemini, Cloudwatt, CNRS, LaPoste Innovation, rueducommerce.com , Invivo, LesFurets.com, CICR, BCG DV

▸ Offices: Luxembourg, Paris, London, Brussels, Geneva, Beirut

▸ Mob. +352 661 727 867

▸ [email protected]

▸ @elpedromajor

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thanks !


http://LesFurets.com

mailto:[email protected]?subject=


CREDITS

▸ Dave Snowden for the whole content

▸ Liz Keogh for Bicycle Thinking & Frog Thinking

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giving sense to complexity pmi lebanon

Leadership & Management