Business
In the last episode, we encouraged leaders to first acknowledge the VUCA in their organization. One tool we find particularly useful in this acknowledgement step is the Cynefin (pronounced Ku-nev-in) framework. Cynefin is a Welsh word that means habitats or realms. This framework helps leaders distinguish between the predictable and the unpredictable and then further breaks it down into four realms: simple, complicated, complex, chaotic. When leaders understand the nature of the challenge they face, the framework helps to clarify the proper response to the challenge. To learn more about Cynefin from its creator, Dave Snowden, go to: https://www.youtube.com/watch?v=N7oz366X0-8 We also mentioned the work of Alan Seale and his Four Levels of Engagement. To learn more about this go to: https://transformationalpresence.org/transformational-presence-coaching-samplers/ Finally, we encourage you to engage in a "Virtuous Cycle of Learning" (VCol) to deepen your learning and experience working with the Cynefin Framework. The VCol has 4 steps: Set a learning goal Seek information to support the learning Apply what you learn in a real-life scenario Reflect on your experience Here are some suggested VCols for the Cynefin Framework: Notice and become present to how often and in what ways your own mind needs to KNOW. „Oh, I know what this problem is about. I’ve had very similar problems in the past and learnt a lot from that, when I solved them successfully. I know what to do. Let me tell you.“ In your role as a leader: what challenges you are currently facing are actually complicated? Which are complex? How do you know? What are the indicators? What do your peers think? Go and interview 2-3 people and find out what they know and how they think about this distinction. Scenario: You and your team are facing a complex challenge. You sense that it would be helpful and necessary to first ACKNOWLEDGE first that none of you actually KNOW what domain the challenge belongs to. But your peers are busy collecting data, seeking the solution by analyzing it, driven by the need to know and be certain. Question: how can you show up and intervene in an effective way? What needs to shift inside of you first? What would be a helpful and powerful question you could ask to invite your peers to step back and understand the nature of the challenge first? How can you actually realize that you are in the realm of disorder? How can you become comfortable with that state of 'not knowing'? When appropriate: how can you make it a habit to acknowledge that you do not know YET what type of system you are in, so that it is inviting and compelling to those around you? Observe yourself and others: when do you jump to assess a problem that perfectly fits your personal history or preferences? How and when do you assess it to fit the very solution that you have already decided? How can you pro-actively prevent yourself and others form discussing any knowledge or taking action before doing the situational assessment?