Problem solving within multiple contexts requires good critical
thinking skills and good perspective. To
be able to move between a simple, complex, complicated and chaotic context
takes skill and good-decision making skills. “Effective leaders learn to shift
their decision-making styles to match changing business environments” (Snowden & Boone, 2007).
One
great example of moving and responding within multiple contexts is when I
worked for a nonprofit called International Hospital for Children. Those of us working on these medical missions,
found ourselves bouncing around in different contexts, depending on the
situation. First there was the simple
context. This was the routine interviews
with patients and their families,
collecting information and categorizing each child depending on their degree of
severity. This is how we decided who got
surgery now and who had to wait until our next mission. Once all the data was collected we moved into
the complicated context. The data needed
to be analyzed. Here is where the
expertise of the surgeons and nurses came in. There were several options and surgeries
available. Based on the interviews and
data we decided what kind of surgery, when and what resources were needed. The situation many times slipped into the
complex context. Children with multiple
problems, or serious illnesses or unidentifiable symptoms required further
analysis and interpretation. Their
health history was probed, backgrounds were researched and other entities
needed to be brought into the decision-making process such as our partnering
clinic, government officials and sometimes even other specialist. All parties needed to communicate well and a
well thought out response to the issue needed to be made. When surgeries went bad or there were
complications, the situation could go from complex or complicated to chaotic. This was the “life or death” decision-making
process that needed to be made in the moment and with a top-down control. Our surgeons being the ones with the expertise
in these situations had the last say and the rest of us just followed suit.
When looking back at this experience, I can see how we reached a
decision in each context. During the
initial assessment of the patients, it was easy to make decisions since
everything was based on straight-forward medical records and data. When it came time to choose the best
candidates for surgery, the complicated context, we used a general assessment
process based on a list of questions and standard criteria for each type of
surgery. When and if there were
complications during the surgery, the complex context, our surgeons had to
become creative. For example, prior to a
brain surgery, the electric drill they were using stopped working, we had
limited resources, so we sent someone out to secure an orthodontist hand drill
that could drill through bone and the surgeons were able to conduct the surgery.
They needed to use their creative
skills. Lastly, when the situation went
chaotic, we had to consider the fastest course of action which was to leave it
to the experts, our surgeons. They had
to make decisions on the spot without consulting anyone and only basing it on their
life experiences and training.
I feel that the Cynefin Framework provides an improved context for
decision-making because it provides guidelines and boundaries for different
situations. First, knowing which context
you are in will also alert you to the danger signs attributed to that context. Second, we have some clear guidelines on how
to respond depending on the context. Third,
seeing problems through the Cynefin Framework provides a better visual of the
problem at hand and how it can deescalate or escalate, allowing us to prepare
for change. Fourth, the framework
provides structure to the decision-making process which can assist in
situations of doubt. Lastly, the framework is a reminder of how easily things
can spiral out of control and how we need to be prepared for anything. We cannot remain complacent because we live
in an ever changing dynamic environment. As Snowden and Boone tell us
"good leadership is not a one-size-fits-all proposition" (Snowden & Boone, 2007).
References
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