ABSTRACT
This chapter examines the Cynefin® sense-making framework as introduced by Dave Snowden. The Cynefin® model says that there are at least four different kinds of situations (or systems) in which we find ourselves at any given time. The way we act and make decisions in one of these four types of environments will not be effective in the other three. The first situation is clear, wherein it is obvious what causes will have what kinds of effects, how we should behave, and what actions to take. The second is complicated, wherein causes and effects are not always clear to the average person, but they are evident to experts. Moving into the arena of the complex, causes and effects are not known, not even by an expert. Solutions to problems in complex environments must emerge if they emerge at all; they cannot be seen or known ahead of time. If the environment becomes fully chaotic, not only are things unclear and unknown, but they are in fact unknowable. Dramatic change happens most often in complex and chaotic situations. Therefore, if an organization wants to prepare to be resilient, they must prepare for complex and chaotic situations.
