Cynefin to Wales

We walked around Cardiff Bay and Cardiff town centre to explore the idea of Cynefin and if people felt "Welsh."

Ask yourself these questions before watching the video.

• Do you feel Welsh?

• A sense of belonging?

• What does it mean to be Welsh?

• What does it mean to belong?
  

The word Cynefin is coined by David John Snowden who is a Welsh management consultant and researcher in the field of knowledge management and the application of complexity science. David Snowden, is the founder of the Cynefin framework. Cynefin is used widely in the Welsh curriculum and has been a central conversation since 2021.

Understanding Belonging through the Lens of the Cynefin Framework

Introduction

Belonging is a fundamental human need, deeply woven into the fabric of our social existence. It's the sense of being accepted, included, and valued by others. But how do we navigate the complexities of belonging in our personal and professional lives? One powerful tool for understanding and fostering belonging is the Cynefin framework, developed by Dave Snowden. This framework helps us make sense of different types of problems and situations, guiding our responses and actions. By exploring belonging through the Cynefin lens, we can gain valuable insights into creating environments where people feel they truly belong.

The Cynefin Framework: An Overview

Cynefin (pronounced ku-nev-in) is a Welsh word meaning "habitat" or "place of multiple belongings." The framework categorizes situations into five domains: Clear, Complicated, Complex, Chaotic, and Disorder. Each domain represents a different way of understanding and responding to problems and opportunities: Snowden, D. J., & Boone, M. E. (2007).

1. Clear: The domain of best practices. Cause and effect are well understood, and solutions are straightforward.

2. Complicated: The domain of expert knowledge. Cause and effect are not immediately apparent but can be understood through analysis and expertise.

3. Complex: The domain of emergence. Cause and effect are only clear in hindsight, and outcomes emerge through experimentation and iteration.

4. Chaotic: The domain of rapid response. There is no clear cause and effect relationship, and immediate action is necessary to restore order.

5. Disorder: The state of not knowing which domain applies. The goal is to break down the situation into one of the other four domains.Snowden, D. (2020).

Belonging in the Clear Domain

In the Clear domain, belonging is fostered through established routines and practices. This is the realm of policies, procedures, and predictable environments. In a workplace, clear onboarding processes, regular team meetings, and transparent communication channels help new members feel welcomed and integrated. When everyone knows what to expect and what is expected of them, it creates a sense of security and belonging.Boone, M. E., & Snowden, D. J. (2009).

Belonging in the Complicated Domain

The Complicated domain involves more nuanced understanding and expertise. In this context, belonging is about recognising and valuing the specialised skills and knowledge that individuals bring to the table. It's about creating an environment where expertise is respected and collaboration is encouraged. Mentorship programs, professional development opportunities, and cross-functional teams are ways to enhance belonging in this domain. Here, belonging is about appreciating the unique contributions of each person and fostering a culture of mutual respect and learning.

Belonging in the Complex Domain

In the Complex domain, belonging is nurtured through adaptability and resilience. This is where relationships and trust become crucial, as outcomes are uncertain and the path forward is often unclear. To foster belonging in complex environments, it's important to create a culture of experimentation, where people feel safe to share ideas, take risks, and learn from failures. Team-building activities, open dialogue, and iterative feedback loops are essential. In this domain, belonging is about feeling connected to a dynamic and evolving community, where everyone's input is valued and uncertainty is embraced.Schein, E. H. (2010).

Belonging in the Chaotic Domain

The Chaotic domain requires immediate and decisive action to stabilize the situation. In such moments, belonging is about rallying together, supporting each other, and responding with agility. Crisis management, emergency response plans, and strong leadership are crucial. Here, belonging is about solidarity and trust in the face of chaos. It's the sense of being part of a cohesive unit that can weather the storm together, emerging stronger on the other side.Baumeister, R. F., & Leary, M. R. (1995).

Moving Out of Disorder

The Disorder domain is where we find ourselves when we don’t know which domain applies. To create a sense of belonging in this state, it’s important to quickly assess the situation and move into one of the other domains. This requires good leadership, situational awareness, and the ability to diagnose the nature of the problem at hand. Clarity about roles, responsibilities, and the nature of the challenges can help in transitioning out of disorder, thereby fostering a sense of belonging through structure and direction. Schein, E. H. (2010).

Conclusion

Belonging is a multifaceted and dynamic concept, influenced by the complexity of the environments we inhabit. The Cynefin framework provides a powerful tool for understanding and fostering belonging across different contexts. By recognising the nature of the problems we face and responding appropriately, we can create environments where people feel valued, connected, and integral to the community. Whether in our personal relationships, workplaces, or broader social networks, the principles of Cynefin can guide us in nurturing a deeper sense of belonging for all. Shore, L. M., Randel, A. E., Chung, B. G., Dean, M. A., Ehrhart, K. H., & Singh, G. (2011).

Bibliography

1. Baumeister, R. F., & Leary, M. R. (1995). "The need to belong: Desire for interpersonal attachments as a fundamental human motivation." Psychological Bulletin, 117(3), 497-529.

2. Boone, M. E., & Snowden, D. J. (2009). "A Leader’s Framework for Decision Making." Harvard Business Review.

3. Schein, E. H. (2010). "Organizational Culture and Leadership." Jossey-Bass.

4. Shore, L. M., Randel, A. E., Chung, B. G., Dean, M. A., Ehrhart, K. H., & Singh, G. (2011). "Inclusion and diversity in work groups: A review and model for future research." Journal of Management, 37(4), 1262-1289.

5. Snowden, D. J., & Boone, M. E. (2007). "A Leader's Framework for Decision Making." Harvard Business Review.

6. Snowden, D. (2020). "Cynefin: Weaving Sense-Making into the Fabric of Our World."