What are the best ways to use the Cynefin framework for business decision making?

1 Obvious domain

The obvious domain is where the situation is clear, stable, and predictable. There is a direct cause-and-effect relationship between the inputs and outputs, and the best practice is to follow the rules or best practices that have been proven to work. For example, if you want to process a customer order, you can follow a standard procedure that ensures quality and efficiency. The obvious domain is suitable for routine and operational decisions that do not require much creativity or innovation. However, you should also be aware of the risks of complacency, over-simplification, and missing signals of change.

2 Complicated domain

The complicated domain is where the situation is still clear, but not obvious. There are multiple cause-and-effect relationships that require analysis and expertise to understand. The best practice is to use good practices that have been validated by experts or evidence. For example, if you want to design a new product, you can use market research, user feedback, and engineering principles to guide your development process. The complicated domain is suitable for technical and analytical decisions that require some degree of creativity and innovation. However, you should also be aware of the risks of analysis paralysis, over-reliance on experts, and ignoring the context and stakeholders.

3 Complex domain

The complex domain is where the situation is unclear, dynamic, and unpredictable. There are no linear cause-and-effect relationships, but rather patterns and emergent properties that arise from interactions and feedback loops. The best practice is to use emergent practices that are discovered through experimentation and learning. For example, if you want to launch a new business model, you can use prototyping, testing, and iteration to find out what works and what does not. The complex domain is suitable for adaptive and innovative decisions that require a high degree of creativity and innovation. However, you should also be aware of the risks of chaos, failure, and resistance to change.

4 Chaotic domain

The chaotic domain is where the situation is turbulent, chaotic, and crisis-like. There are no discernible cause-and-effect relationships, but only events and reactions. The best practice is to use novel practices that are improvised and improvised in response to the situation. For example, if you face a cyberattack, a natural disaster, or a pandemic, you need to act quickly and decisively to restore order and stability. The chaotic domain is suitable for urgent and crisis decisions that require a high degree of agility and resilience. However, you should also be aware of the risks of panic, burnout, and loss of control.

5 Disorder domain

The disorder domain is where the situation is unknown, ambiguous, and confusing. There is no clear understanding of the nature and context of the situation, and different people may have different interpretations and perspectives. The best practice is to use diagnostic practices that help to identify and categorize the situation into one of the other four domains. For example, if you face a new challenge or opportunity, you can use sense-making, data collection, and dialogue to clarify the situation and decide on the appropriate decision making approach. The disorder domain is suitable for exploratory and strategic decisions that require a high degree of awareness and collaboration. However, you should also be aware of the risks of confusion, conflict, and inertia.

6 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?