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Framework for Decision Making-NeVC2010
Framework for Decision Making-NeVC2010
Framework for Decision Making-NeVC2010
Framework for Decision Making-NeVC2010
Framework for Decision Making-NeVC2010
Framework for Decision Making-NeVC2010
Framework for Decision Making-NeVC2010
Framework for Decision Making-NeVC2010
Framework for Decision Making-NeVC2010
Framework for Decision Making-NeVC2010
Framework for Decision Making-NeVC2010
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Framework for Decision Making-NeVC2010

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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."

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  • 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 <ul><li>Your Assignment </li></ul><ul><ul><li>Think of a problem or issue </li></ul></ul><ul><ul><li>Capture elements – who, what, why … </li></ul></ul><ul><ul><li>Add labels </li></ul></ul><ul><ul><li>How would you solve it? </li></ul></ul>
    • 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. &quot;A Leader's Framework for Decision Making&quot;. 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. &quot;A Leader's Framework for Decision Making&quot;. 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.  

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