A632.8.3.RB_HansardCarey

The Cynefin framework is supposed to be a sense-making model according to its creator, David Snowden. I understand that situations are different and going from the chaotic to simple, complex, and complicated could be helpful in decoding which technique should be used to deal with them. According to Kurtz and Snowden (2003) the Cynefin framework is designed to be used, “ to consider the dynamics of situations, decisions, perspectives, conflicts, and changes in order to come to a consensus for decision-making under uncertainty” (p. 4).  There are two sides to the framework, one side is considered and ordered domain and the other un-order. In my dealings, I have operated in each of these quadrants at one time or another.

In dealing with the impending upgrade to EagleVision, we have been in several of these quadrants, mostly in the middle of the quadrants known as disorder, but we have also been in the ordered and un-ordered quadrants. For example, we began in the known quadrant by understanding that Java was necessary to attend sessions in the new version. We prepared documents explaining how to upgrade while operating in this zone. Suddenly, some wonderful people with nothing better to do decided to hack Java and then, we were thrown into an entirely different are of the framework, disorder. After briefly operating in the area of disorder, we finally were able to allay some of our fears while Java updated to a newer, supposedly securer, version moving into the complicated realm. What we did not know, though, was that their vulnerability would cause problems with browsers, as well. Some newer versions of Firefox, for instance, would automatically disable Java and the user would have to click on an obscure icon on the address bar to enable it. Each time we think we have the right path figured out, an unknown leads us in a different direction. In this instance, the framework proved helpful in decision-making during the process. We were able to sense what was happening based on feedback from users in the field trying to log in to the program. Once we had that data, we analyzed it by creating a panel of experts to determine why the problems arose and what to do about them. Finally, the experts were able to respond with the best course of action and disseminate this information to the field. The experts were able to make decisions based on the facts that they were given regarding the Java problems. Although the situation remains somewhat fluid, we are able to move between the two quadrants and make timely, prudent decisions.

Another example of this is trying to decide which school my son will attend next school year. We have been in a state of indecision for many weeks. . We have been in the complex quadrant of flux and unpredictability. There is no right answer and we realize this. However, the path he chooses now will ultimately affect his future. Increased communication is an aspect of this quadrant that I have utilized with my son. I have tried to put patterns in place to understand his feelings about the situation. Even though this quadrant calls for time for reflection, this has not been a luxury afforded to us by the school system. Unfortunately, we have to make a decision by March 15^th. Through communication and careful reflection, we will come to a decision and move into the zone of known unknowns about the next school year.