Giving sense to complexity PMI Lebanon
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Explaining the principles of Cynefin
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Giving sense to complexity PMI Lebanon
- 1. INTRODUCTION TO CYNEFIN FRAMEWORK | PIERRE E. NEIS | 28.01.2016 GIVING SENSE TO COMPLEXITY INTRODUCTION TO THE CYNEFIN FRAMEWORK
- 2. LEAN AGILE COACH @UPWARD CONSULTING @ BCG DIGITAL VENTURES CO-CREATOR #PLAY14 CO-CREATOR AGILE4HR 2
- 3. PIERRENEIS@UPWARD.CONSULTING | @ELPEDROMAJOR SOME REFERENCES 3
- 4. THE CYNEFIN FRAMEWORK (…). Cognitive Edge PIERRENEIS@UPWARD.CONSULTING | @ELPEDROMAJOR 4
- 5. 5 ALLOWS EXECUTIVES TO SEE THINGS FROM NEW VIEWPOINTS ASSIMILATE COMPLEX CONCEPTS ADDRESS REAL-WORLD PROBLEMS AND OPPORTUNITIES
- 6. 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 PIERRENEIS@UPWARD.CONSULTING | @ELPEDROMAJOR 6
- 7. PIERRENEIS@UPWARD.CONSULTING | @ELPEDROMAJOR THE PLAN SENSE MAKING AND COMPLEXITY MANAGEMENT THE CYNEFIN FRAMEWORK HOW TO ADDRESS INNOVATION IN DIGITAL PROJECTS? 7
- 9. PIERRENEIS@UPWARD.CONSULTING | @ELPEDROMAJOR Tailor, Drucker utilityoftheparadigm time Function Control mass production, automation & commoditisation 1950 1990
- 10. PIERRENEIS@UPWARD.CONSULTING | @ELPEDROMAJOR Tailor, Drucker utilityoftheparadigm time SCIENTIFIC M ANAGEMENT SYSTEM THINKING Hammer, Senge, Kaplan, Nonaka Function Control Information Control mass customisation, scalable, reliable technology and communication mass production, automation & commodification 1950 1990 2010
- 11. PIERRENEIS@UPWARD.CONSULTING | @ELPEDROMAJOR Tailor, Drucker utilityoftheparadigm time SCIENTIFIC MANAGEMENT SYSTEM THINKING S E NS M AK IN G Hammer, Senge, Kaplan, Nonaka Function Control Contrôle de l’Information Ability to situate a network mass customisation, scalable, reliable technology and communication mass production, automation & commodification mass collaboration, generalised social computing, globalisation 1950 1990 2010
- 12. CYNEFIN: A PLACE OF MULTIPLE BELONGINGS: CULTURAL, RELIGIOUS, GEOGRAPHIC, TRIBAL… 12
- 13. PIERRENEIS@UPWARD.CONSULTING | @ELPEDROMAJOR 2X2 MATRIX: CATEGORISATION MODEL Low High LowHigh Variable 1 Variable2 13 RISK: WE WON'T SEE THE DIFFERENCES BEFORE IT’S TOO LATE
- 14. CATEGORISATION MODELS SENSE MAKING MODELS 14 FRAMEWORK PRECEDES DATA DATA PRECEDES FRAMEWORK
- 15. PIERRENEIS@UPWARD.CONSULTING | @ELPEDROMAJOR 3 BASICS SYSTEMS ORDERED SYSTEMSCOMPLEX SYSTEMS CHAOTIC SYSTEMS SIMPLE SYSTEMS DISORDER 15
- 16. PIERRENEIS@UPWARD.CONSULTING | @ELPEDROMAJOR THE CYNEFIN FRAMEWORK SIMPLE COMPLEX COMPLICATED CHAOS DISORDER 16
- 17. PIERRENEIS@UPWARD.CONSULTING | @ELPEDROMAJOR SIMPLE (ORDERED SYSTEM) SIMPLE cause = effect ex. standard operating procedures best practices one or few good answers It’s predictable and repeatable. DISORDER 17
- 18. PIERRENEIS@UPWARD.CONSULTING | @ELPEDROMAJOR SIMPLE (ORDERED SYSTEM) SIMPLE cause = effect ex. standard operating procedures best practices one or few good answers It’s predictable and repeatable. THE RELATION IS SELF EVIDENT FOR EVERY SINGLE PERSON DISORDER 18
- 19. PIERRENEIS@UPWARD.CONSULTING | @ELPEDROMAJOR SIMPLE (ORDERED SYSTEM) SIMPLE cause = effect ex. standard operating procedures best practices one or few good answers It’s predictable and repeatable. THE RELATION IS SELF EVIDENT FOR EVERY SINGLE PERSON DECISION MODEL: SENSE - CATEGORISE- RESPOND WE APPLY BEST PRACTICES DISORDER 19
- 21. PIERRENEIS@UPWARD.CONSULTING | @ELPEDROMAJOR COMPLICATED (ORDERED SYSTEM) COMPLICATED cause effect ex. do some analysis, work out what the possibilities are, expert mindset a range of possible answersDISORDER 21
- 22. PIERRENEIS@UPWARD.CONSULTING | @ELPEDROMAJOR COMPLICATED (ORDERED SYSTEM) COMPLICATED cause 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 22
- 23. PIERRENEIS@UPWARD.CONSULTING | @ELPEDROMAJOR COMPLICATED (ORDERED SYSTEM) COMPLICATED cause 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 23
- 24. PIERRENEIS@UPWARD.CONSULTING | @ELPEDROMAJOR COMPLEX COMPLEX 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 24
- 25. PIERRENEIS@UPWARD.CONSULTING | @ELPEDROMAJOR COMPLEX COMPLEX cause / effect ‣ non linear relationships ‣ all about the network ‣ never complete ‣ stakeholders decide what is good ‣ is where innovation happens ‣ patterns helps micro narratives CAUSE AND EFFECT ARE ONLY OBVIOUS IN HINDSIGHT, WITH UNPREDICTABLE EMERGENT OUTCOMES AGENT - AGENT MODIFIES THE SYSTEM SAFE-TO-FAIL EXPERIMENTS DISORDER 25
- 26. PIERRENEIS@UPWARD.CONSULTING | @ELPEDROMAJOR COMPLEX COMPLEX cause / effect ‣ non linear relationships ‣ all about the network ‣ never complete ‣ stakeholders decide what is good ‣ is where innovation happens ‣ patterns helps micro narratives 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 26
- 28. PIERRENEIS@UPWARD.CONSULTING | @ELPEDROMAJOR CHAOS DOMAIN CHAOS cause = effect ‣ take action ‣ push into another domain DISORDER 28
- 29. PIERRENEIS@UPWARD.CONSULTING | @ELPEDROMAJOR CHAOS DOMAIN CHAOS cause = effect ‣ take action ‣ push into another domain NO CAUSE AND EFFECT RELATIONSHIP DISORDER 29
- 30. PIERRENEIS@UPWARD.CONSULTING | @ELPEDROMAJOR CHAOS DOMAIN CHAOS cause = effect ‣ take action ‣ push into another domain NO CAUSE AND EFFECT RELATIONSHIP DECISION MODEL: ACT - SENSE- RESPOND NOVEL PRACTISE DISORDER 30
- 31. PIERRENEIS@UPWARD.CONSULTING | @ELPEDROMAJOR DISORDER SPACE OF NOT KNOWING THE SPACE IN WHERE YOU ARE IN DISORDER 31
- 32. THE CYNEFIN FRAMEWORK ALLOWS TO UNDERSTAND IN WHICH SYSTEM YOU ARE EVOLVING AND WHAT KIND OF DECISIONS TO TAKE 32
- 33. PIERRENEIS@UPWARD.CONSULTING | @ELPEDROMAJOR THE SIMPLE AND CHAOTIC BOUNDARY SIMPLECHAOS cause = effect cause = effect DISORDER 33
- 34. PIERRENEIS@UPWARD.CONSULTING | @ELPEDROMAJOR THE SIMPLE AND CHAOTIC BOUNDARY SIMPLECHAOS cause = effect cause = 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 34
- 35. PIERRENEIS@UPWARD.CONSULTING | @ELPEDROMAJOR SIMPLE COMPLEX COMPLICATED CHAOS cause = effect ex. standard operating procedures best practices one or few good answers cause effect ex. do some analysis, work out what the possibilities are, expert mindset a range of possible answers cause / effect ‣ non linear relationships ‣ all about the network ‣ never complete ‣ stakeholders decide what is good ‣ is where innovation happens ‣ patterns helps micro narratives cause = effect ‣ take action ‣ push into another domain DISORDER 35
- 38. IT DESIGN 38
- 41. USE THE APPROPRIATE MANNER IN THE APPROPRIATE DOMAIN Dave Snowden PIERRENEIS@UPWARD.CONSULTING | @ELPEDROMAJOR 41
- 42. CONSTRUCTIVE IRRITANT MAKING SENSE TO THE WORK TO HAVE THE POSSIBILITY TO ACT ON IT 42
- 44. EXAPTATION SOMETHING DESIGNED FOR ONE PURPOSE AND USED FOR ANOTHER LEADERS ARE LOOKING TO CREATE EXAPTIVE MOMENTS EVERYTHING SHOULD BE DESIGNED FOR EXAPTATION 44
- 45. COHERENCE WE KNOW IT IS TRUE VS IT IS NOBODY’S GUESS DECISIONS ARE TAKEN ON COHERENCE AND NOT ON ABSOLUTE COHERENCE IS THE KEY LANGUAGE 45
- 46. QUESTIONS? 46
- 47. PIERRENEIS@UPWARD.CONSULTING | @ELPEDROMAJOR 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 ▸ pierreneis@upward.consulting ▸ @elpedromajor 47 thanks !
- 48. PIERRENEIS@UPWARD.CONSULTING | @ELPEDROMAJOR CREDITS ▸ Dave Snowden for the whole content ▸ Liz Keogh for Bicycle Thinking & Frog Thinking 48