Cynefin sensemaking framework and usage examples
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Cynefin Sensemaking Framework and Usage Examples by Maksim Gaponov Next webinars: In Search for Team's Efficiency https://attendee.gotowebinar.com/register/471689760712542978?source=slideshare Best Tools to Develop Soft Skills in Scrum and Agile Development https://attendee.gotowebinar.com/register/3974870146644735746?source=slideshare How do you make a choice when possible solutions vary? How do you behave in an extraordinary situation? How do you structure complex activities? All these situations incorporate environment and context exploration along with feasibility assessment. They call it sensemaking. This presentation is dedicated to Cynefin sensemaking framework and it’s real life usage examples in different aspects of Agile activities.
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Cynefin sensemaking framework and usage examples
- 1. www.luxoft.com CYNEFIN SENSE-MAKING FRAMEWORK AND USAGE EXAMPLES Agile Practice 23.12.2015
- 2. www.luxoft.com Maksim Gaponov – Agile/Lean Coach Experience 10+ years in IT. Developer background and management experience as a team lead, project manager, product manager and CTO. Worked both in large companies and smaller start-ups. Over 7 years of Agile experience, Maksim is an seasoned coach, trainer and speaker at various conferences, including AgileDays. Certificates Member of Scrum Alliance, Certified Scrum Product Owner Member of International Consortium for Agile (ICAgile), ICAgile Certified Professional, ICP-Business Value Analysis, ICP-Agile Coaching, ICAgile accredited trainer Member of Scrum.org, Professional Scrum Master (PSM I)
- 4. www.luxoft.com What is sense-making? “Sense-making is how do we make sense of the world so we can act in it. If you can't draw a framework on the back off a table napkin from memory it has little utility for sense-making” Dave Snowden
- 5. www.luxoft.com Let’s describe the current state of things fistrly
- 6. www.luxoft.com Complex Adaptive Systems Understanding through constraints: - Order: fully constrained; predictable & repeatable outcomes - Chaos: random, unconstrained, difficult to create or sustain - Complex: system partially constrains behaviour, but behaviour modifies constraint The inherent uncertainty of a complex systems means we have to navigate a fitness landscape of possibilities
- 7. www.luxoft.com Let’s take away and map ordered ones Understanding through constraints: - Order: fully constrained; predictable & repeatable outcomes - Chaos: random, unconstrained, difficult to create or sustain - Complex: system partially constrains behaviour, but behaviour modifies constraint The inherent uncertainty of a complex systems means we have to navigate a fitness landscape of possibilities
- 8. www.luxoft.com Now let’s take away the chaotic ones Understanding through constraints: - Order: fully constrained; predictable & repeatable outcomes - Chaos: random, unconstrained, difficult to create or sustain - Complex: system partially constrains behaviour, but behaviour modifies constraint The inherent uncertainty of a complex systems means we have to navigate a fitness landscape of possibilities
- 9. www.luxoft.com Finally let’s take away the ones falling into complex description Understanding through constraints: - Order: fully constrained; predictable & repeatable outcomes - Chaos: random, unconstrained, difficult to create or sustain - Complex: system partially constrains behaviour, but behaviour modifies constraint The inherent uncertainty of a complex systems means we have to navigate a fitness landscape of possibilities
- 10. www.luxoft.com We’re spending most of our time in Complex domain Highly sensitive to small changes (weak signals too easily dismissed) Granularity, gradient & enabling constraints Proximity & connectivity are key Shift from fail-safe design to multiple contradictory safe-to-fail experiments to avoid premature convergence Avoid confusing correlation with causation or simulation with prediction
- 11. www.luxoft.com Obvious domain Nature Known knowns Familiar, certain, well worn pathways Constraints self-evident to all Stable within universal constraints Self evident solutions Response Sense-Categorize- Respond Ensure sound process in place Monitor for noncompliance & deviance Test for complacency Protect some pet mavericks Preparation Watch for outliers Usable process Right support people for key staff Automate, but no automata Anonymous appeal/whistle blowers
- 12. www.luxoft.com Complicated domain Nature Known unknowns Ordered, predictable, forecastable Constraints evident and enforceable Stable within constraints Evidence susceptible of analysis Response Sense-Analyze- Respond Determine experts or process to resolve Manage & enforce process Monitor effectiveness of constraints Focus on exploitation not exploration Preparation Right people & process, right time Process engineering with feedback Diversity of experts in network Sound Analytical practice Stand aside but stay in touch
- 13. www.luxoft.com Chaotic domain Nature Unknowable unknowns Temporary state - no time No evidence of any constraint High turbulence no patterns Old certainties no longer apply Response Act-Sense-Respond Speed of authoritative response vital Follow and enforce heuristics Focus on constraints not solution Use the opportunity to innovate Preparation Establish heuristics & Parables Human sensor networks Crews as crisis management teams Simulation games for key managers Multi-perspective dissent feedback
- 14. www.luxoft.com Complex domain Nature Unknown unknowns Messily coherent, patterns discernible Partial changing constraints Flux within stabilities Evidence supports contradiction Response Probe-Sense-Respond Monitor safe-to fail experiments All contradiction within heuristics Flex constraints to manage emergence Agility key to amplification/dampening Preparation Create time and space for reflection Human sensor networks operational Social network stimulation & the like to create networks Scenario planning (inc. micro) Build and monitor ‘requisite diversity’
- 15. www.luxoft.com Making sense of the world to act in it There are three basic types of system: ordered, complex and chaotic. Complex systems have propensities and dispositions but no linear material cause In Cynefin order is divided into ‘obvious’ & complicated and the fifth domain) disorder. The boundary between Obvious and Chaotic is shown as a cliff, or a catastrophic failure arising from complacency.
- 17. www.luxoft.com Using Cynefin for User Story splitting Obvious – Just build it. Or, if it’s too big, find all the stories, and do the most valuable ones first. Complicated – Find all the stories, and do the most valuable and/or most risky ones first. Complex – Don’t try to find all the stories. Find one or two that will provide some value and teach you something about the problem and solution, build those and use what you learn to find the rest. Chaotic – Put out the fire; splitting stories probably isn’t important right now. Disordered – Figure out which domain you’re in before splitting so you don’t take the wrong approach. Richard Lawrence, http://www.agileforall.com/2014/08/cynefin-and-story-splittin
- 19. www.luxoft.com Using Cynefin on Retrospectives Obvious – just implement these improvements, add them to working agreements Complicated – find experts in your environment or internal/external consultants, ask them to help you Complex – brainstorm a set of small and time-bound experiments, find a way to measure outcomes, implement them Chaotic – distribute knowledge and wait some time until the issue transitions into a complex domain Disordered – brake these down until they start falling into one of domains
- 21. www.luxoft.com Interventions in the complex domain Each intervention should be - coherent - safe-to-fail - Finely grained, tangible Overall the portfolio should contain - some that are oblique in nature - include “naive” approaches - a few high risk/high return options Contradictions are good!
- 22. www.luxoft.com Upcoming Agile Practice webinars Metrics that bring value January 14, 2016 Svetlana Mukhina User Story Canvas January 26, 2016 Maksim Gaponov REGISTER REGISTER