Your SlideShare is downloading. ×
  • Like
Framework for Decision Making-NeVC2010
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×

Now you can save presentations on your phone or tablet

Available for both IPhone and Android

Text the download link to your phone

Standard text messaging rates apply

Framework for Decision Making-NeVC2010

  • 976 views
Published

These slides are for the National eXtension Virtual Conference, October 2010, capstone session, "Framework for Decision Making."

These slides are for the National eXtension Virtual Conference, October 2010, capstone session, "Framework for Decision Making."

Published in Education , Technology , Business
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Be the first to comment
No Downloads

Views

Total Views
976
On SlideShare
0
From Embeds
0
Number of Embeds
1

Actions

Shares
Downloads
33
Comments
0
Likes
2

Embeds 0

No embeds

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
    No notes for slide
  • Jerry – intro us Overview of session
  • Beth
  • Anne – the Cynefin framework
  • Beth

Transcript

  • 1. A Framework for Decision Making Anne Adrian, Kevin Gamble, Rhonda Conlon, Beth Raney, Jerry Thomas NeVC 2010
  • 2. Complex Systems innovative contemporary       non-linear           flexible agile
  • 3. Creating Narrative Fragments
    • Your Assignment
      • Think of a problem or issue
      • Capture elements – who, what, why …
      • Add labels
      • How would you solve it?
  • 4.  
  • 5. Cynefin kʌnɨvɪn: cu-nev-in
  • 6. en.wikipedia.org/wiki/File:Cynefin.png www.anecdote.com.au/archives/2009/04/a_simple_explan.html Snowden, D.J. Boone, M. "A Leader's Framework for Decision Making". Harvard Business Review, November 2007, pp. 69-76.
  • 7. Complicated Known unknowns Cause & effect are discoverable & separated over time & space Good practice Expert diagnosis More than one possible right answer Analytical & scenario planning Systems thinking Sense-Analyze-Respond Complex Unknown unknowns Cause & effect are coherent only in retrospect & do not repeat Emergent practice Pattern management Perspective filters Complex adaptive system Probe-Sense-Respond Chaotic Unknowables No cause & effect Novel practice Stability-focused intervention Enactment tools Crisis management Act-Sense-Respond Simple Known knowns Cause & effect is obvious, repeatable, & predictable Best practice Standard operating procedure Sense–Categorize–Respond en.wikipedia.org/wiki/File:Cynefin.png www.anecdote.com.au/archives/2009/04/a_simple_explan.html Snowden, D.J. Boone, M. "A Leader's Framework for Decision Making". Harvard Business Review, November 2007, pp. 69-76.
  • 8. Seeing the Unseen “ We don’t see things as they are, we see things as we are.” ~ Anais Nin
  • 9. Conversation
  • 10. Contact Info: Anne Adrian: anne.adrian@extension.org Rhonda Conlon: rhonda_conlon@ncsu.edu Kevin Gamble: [email_address] Beth Raney: beth.raney@extension.org Jerry Thomas: thomas.69@cfaes.osu.edu
  • 11.