The Cynefin Decision-Making Framework: A Contextual Approach (Essay Sample)

Cynefin Decision-Making Framework: A Contextual Approach Decision-making as a multidimensional process involves the interplay of factors, processes, and interdependencies (DMG Lesson 7, Lowe, 2017). In the slide, this complexity is apparent as it shows that various contexts are at work to influence decision-making. The Cynefin framework recognizes the importance of context as it has created four possible contexts (i.e. Complex, Simple, Complicated, and Chaotic) that are defined by the interrelationship of cause and effect. Before making a decision, it is necessary to first identify the context we are in. Problems are solved and opportunities seized by acknowledging that context influences and determines decisions. The simple context is one wherein the cause and effect are clear and obvious. The decision reached in this context is unquestioned because the solution is self-evident. Complicated situation, on the one hand, presents several right answers but the cause and effect are not so evident to everyone. In such a situation, it is compulsory to analyze the problem and its context before attempting a decision. In the case of the complex domain, the right answers cannot be discerned much less understood. Reaching a decision in this context requires probing and exploring. Finally, when we find ourselves in a chaotic situation, we are compelled to make inventive and decisive choices (Kurtz & Snowden 2003). To make sense of the contexts within the Cynefin framework and to aid in the decision-making, we should take into account three types of conditions, namely, risks, uncertainty, and certainty (DMG Lesson 2, Lowe, 2017). These conditions underscore the dynamic and multi-factored context of decision-making. The decision-making process for all the domains in the Cynefin framework is influenced by three broad categories, namely, the individual, the environment, and the firm or organization. Individual factors that impact decisions include experience, values, ethics, age, and educational and socioeconomic background (DMG Lesson 3, Lowe 2017). Previous experiences in life (work or personal) can determine how we act in present or future actions (DMG Lesson 4, Lowe 2017). Even age can influence the direction we are bound to take in specific situations. Young decision-makers are said to be more flexible and participative in the face of crises or challenges. The values and emotions of the individual also work to influence actions in the midst of decision-making. These factors augment the role of reason in the decision-making process (DMG Lesson 7, Lowe, 2017). More than the individual factors, decisions reached in each context of the Cynefin framework are also influenced by environmental (e.g. business trends, customers, suppliers) and organizational factors (e.g. company goals, culture, and capabilities). As is often the case, decisions are reached depending on how it coincides with external and internal factors (DMG Lesson 2 & 7, Lowe, 2017). A decision-maker has to make sure that the choices being made reflect individual values, company goals and objectives, as well as business and economic realities. Facilitating the interaction of the individual, environmental, and organizational factors are the socio-cognitive processes (e.g. thinking, judgement, intuition, and bias) (DMG Lesson 6 & 4, Lowe, 2017). These socio-cognitive actions help a decision-maker process contexts and factors to reach a satisfactory and effective decision. In the slide, it is shown that all decisions in the Cynefin framework are reached through shared processes and steps, which include observation, orientation (DMG Lesson 7, Lowe, 2017), establishing decision-making criteria, identification of problems and objectives, analysis, engagement or collaboration, formulation of hypothesis, building, and managem...