The Cynefin Framework is a
valuable tool for any leader, as it provides a solid foundation for
decision-making in almost any setting and scenario. I have used it before in my
current organization without even knowing it, and I have observed many benefits
from it. For one, it gives clear and concise instructions to the decision maker
in a variety of scenarios and takes the guesswork out of determining what
future action looks like. Secondly, it prevents the leader from knowingly
acting inappropriately and taking the wrong course of action, which could have
severe impacts on the outcome. Thirdly, it provides a list of danger signals
that can be used to prepare for what’s next.
On one of the busier days our
distribution center has seen this year, our carton sorter that drops cartons
down into individual trailers completely shut down. This resulted in nearly
fifty team members coming to a complete stop because they relied on this piece
of equipment to run to keep them productive. This situation was chaotic, as I
had to immediately find work for these fifty team members spread throughout four
different departments. I partnered up with all of the department managers and
communicated a plan to them. We quickly took action and made several
adjustments to our original production plan to keep them productive while
meeting our level of service goals. We realized that our plan was good because
we planned for the worst and the sorter ended up being down for about two
hours. Once the sorter started again, we made more adjustments and worked
seamlessly the rest of the shift. Our communication was key to our success,
along with effectively acting first and then determining if it was good or not,
rather than waiting around.
In another example using the
Cynefin Framework, I made a decision in a complicated environment. One of our
events that we were having in the distribution center, which was forecasted for
so many cartons to be processed, came in much heavier than expected. We had
limited resources because we planned for the forecast amount of cartons, so
me and another department manager sat down that morning during planning to
determine the best possible plan for the day. We analyzed the information we
had and matched it with the workload and available resources. We created an
unusual plan that had never been done before, with the expected outcome of
keeping our level of service within threshold and maxing out available
resources. Our plan turned out being successful, which came as somewhat of a
surprise being that we tried a new process and were unsure of the outcome. We
took the appropriate steps by first gathering data, analyzing it, than
responding with a plan of action. This may not have been the only right answer,
but it was ours and it worked.
There are several ways in which
the Cynefin Framework can improve decision-making skills. It offers a framework
that can be used for almost any situation, whether it be a routine or chaotic environment.
This framework takes the guess work out of action steps and decisions. It also forces
a partnership with others depending on the environment, which could improve the
overall decision by adding outside perspective. This could improve teamwork and
collaboration skills for some leaders. The framework also challenges leaders to
think critically in different situations. Because there may be times where
there are no cause and effect relationships, or even a known response, it
forces leaders to think outside the box for a solution on their own. The
framework may also help organizations form best practices for simple
situations, making decision-making more predictable and less stressful. These
best practices could establish rotuines and processes for the leader to follow in
each instance.
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