How I used the Cynefin Model to describe a client's processes.

1. Are your processes Obvious,
Complicated or Complex?
A systems view of 3 types of process
© 2019 Copyright ISC Ltd.

2. A process review…
 I’ve written previously about the need to recognise different types of process and I have
differentiated between “Routine” and “Emergent” processes.
 Recently, I reviewed some processes for a client and, although pretty much all of the processes
were “Routine”, I needed a way to provide feedback to the client on some of the differences I had
identified.
© 2019 Copyright ISC Ltd.

3. The Cynefin
Model
 I used some of the principles
in Dave Snowden’s
Cynefin model to help structure
my feedback.
 The Cynefin model identifies five
different situations or
management environments
characterised by how much is
known or unknown and how
ordered, or disordered things
are.
© 2019 Copyright ISC Ltd.

4. Obvious processes
 There are processes which can be process mapped easily because they naturally have a logical
flow of sequential activities, with a limited number of decision-points or in-process options.
 In the Cynefin model, this type of environment describes problems as well understood and
solutions are evident so they require low levels of expertise.
 The processes can be documented and scripted. In some cases, they are easily automated and
are the domain of Best Practice.
© 2019 Copyright ISC Ltd.

5. Examples of
Obvious
processes
An example that I was looking at for a client was
their Recruitment process. It had very clear steps
and simple rules to move from the input (“Need
person”) to the output (“New staff available”).
Transactional Procurement, Finance, HR and
desk processes would also typically fit into this
category.
I have previously written about these as “Routine”
processes (as opposed to Emergent processes
which can’t be flowcharted in detailed,
prescriptive steps).
© 2019 Copyright ISC Ltd.

6. Complicated processes
 In these processes, there is a greater reliance on individuals’ expertise.
 There are more unknowns, but generally people are aware that they are unknown and can draw
on “Good Practices” to move from input to output.
 Where a process is complicated, if it has already been automated, there may be limited scope for
further automation or efficiency savings unless you can identify clear non-value activities.
© 2019 Copyright ISC Ltd.

7. Examples of
Complicated
processes
In my client example, their marketing
management process was complicated.
It had a good IT system to support it, but
specific choices could be made during the
campaign. Some of these choices were
informed by analytics from the IT system and
some were more based on the experience and
judgement of the staff running the campaign.
Another client (a charity) had a complicated
membership/supporter sign-up process with
multiple options and choices of
membership/supporter package.
© 2019 Copyright ISC Ltd.

8. Complex processes
 These processes map quite neatly to my “Emergent” process type and the Snowden model describes
this as the domain of emergent solutions.
 There are a number of unknown unknowns and the actual choice of process routing is highly
dependent on the customer’s need and is reliant on a high degree of process operator expertise.
 Technology can be used to help staff get better access to the information they need, but it usually will
have a more limited role in automating the process.
 Decision support systems can also help reduce the complexity, for example by improving staff’s ability
to make effective diagnoses of customers’ needs.
 Complex processes can also benefit from case management tools so that customers don’t “get lost” in
the system while their case is being investigated or processed.
 In some ways, they are more amenable to being managed with project tools than with process tools.
© 2019 Copyright ISC Ltd.

9. Examples of Complex processes
 In the case of one of the processes I was reviewing, the client had allowed
the process to become “complex” when in fact it probably could have been
designed to cope with being “complicated”.
 It had evolved to allow multiple routes into the organisation, multiple
options for selecting a service and multiple options for paying for and
renewing the subscription to the service.
 All this relied heavily on human intervention and several (unconnected) IT
systems which meant that every transaction was a high cost one.
 I’m not suggesting customers shouldn’t be given options, but adding
complexity invariably means adding cost to processes. This definitely
presents an opportunity to review what really is value-adding for
customers and considering to what extent they can be offered on a self-
serve basis.
© 2019 Copyright ISC Ltd.

10. Process design
challenges
from the
Cynefin model
 How complex, complicated or obvious are
your current processes?
 How complex, complicated or obvious
could/should they be?
 How could new, or different, uses of
technology enable any of your processes to be
more value-adding?
© 2019 Copyright ISC Ltd.

11. Chaos and
Disorder!
 The Cynefin model describes a 4th environment: “Chaotic” -
where there is little or no order and solutions are dependent
on heroics.
 The 5th environment is “Disorder”.
 Hopefully, none of your processes are either chaotic or
disordered! If they are call me…
© 2019 Copyright ISC Ltd.

12. © 2019 Copyright ISC Ltd.
ian.seath@improvement-skills.co.uk
07850 728506
@ianjseath
uk.linkedin.com/in/ianjseath
Ian J Seath
Improvement Skills Consulting Ltd.
www.improvement-skills.co.uk