Bibliografie tematiche / Cynefin framework

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Letteratura scientifica selezionata sul tema "Cynefin framework"

Autore: Grafiati

Pubblicato: 4 giugno 2021

Ultima modifica: 1 febbraio 2022

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Articoli di riviste sul tema "Cynefin framework"

Turino, Harris, e Adhi Setyo Santoso. "Knowledge Transfer in Cynefin Framework". International Journal of Business Studies 4, n. 3 (31 ottobre 2020): 158–70. http://dx.doi.org/10.32924/ijbs.v4i3.162.

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The Cynefin model (Kurtz & Snowden, 2003) is a common concept for designing the most logical response from decision-makers in certain situations. This model is general, so it can be used in several applications, such as knowledge transfer, which is the focus of this article. The author aims to describe in detail, both the characteristics of the domain and the decision-making model, with the concept of causal ambiguity (Reed & Defillippi, 1990), absorptive capacity (Zahra & George, 2002), and pragmatic view of knowledge (Carlile, 2004). One of the managers' common mistakes in managing organizational knowledge is the failure to identify situations accurately. Using the case study method, the results of this study are expected to help practitioners minimize these mistakes and determine the right decisions in forming a sustainable competitive advantage (SCA). The discussion of this paper is divided into several sections; dynamics of cynefin model, absorptive capacity, pragmatic view of knowledge, integration of concepts, and conclusions.

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Nachbagauer, Andreas. "Managing complexity in projects: Extending the Cynefin framework". Project Leadership and Society 2 (dicembre 2021): 100017. http://dx.doi.org/10.1016/j.plas.2021.100017.

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Lunghi, Christian, e Francesca Baroni. "Cynefin Framework for Evidence-Informed Clinical Reasoning and Decision-Making". Journal of the American Osteopathic Association 119, n. 5 (1 maggio 2019): 312. http://dx.doi.org/10.7556/jaoa.2019.053.

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Gray, Ben. "The Cynefin framework: applying an understanding of complexity to medicine". Journal of Primary Health Care 9, n. 4 (2017): 258. http://dx.doi.org/10.1071/hc17002.

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McLeod, Julie, e Sue Childs. "The Cynefin framework: A tool for analyzing qualitative data in information science?" Library & Information Science Research 35, n. 4 (ottobre 2013): 299–309. http://dx.doi.org/10.1016/j.lisr.2013.05.004.

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Bakker, Darlene. "Every pandemic has a silver lining". Alberta Academic Review 4, n. 1 (5 luglio 2021): 4. http://dx.doi.org/10.29173/aar123.

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“They (pandemics) are the original social and political disruptors, and sometimes that can be really positive” Brown (2020) in University of Hawai'i News. Most active teachers, in the past year, have taught both in-person and on-line. Using the Cynefin Framework, a decision-making framework which is based in complexity science (Snowden & Boone, 2007, p.70), I examine the pedagogical changes made by teachers in the emergency teaching situation brought about by the COVID-19 pandemic. When using the Cynefin Framework, issues facing an organization can be categorized in one of five possible contexts, simple, complicated, complex, chaotic and disorder, depending upon the severity of the disruption. In a regular classroom most disruptions would be in the simple or complicated context and teachers will solve those problems by making decisions based on prior practice. In the complicated contexts, the same teachers may seek advice from senior teachers, or experts, to solve situations. A problem in the complex context would require the teacher or administrator to find an emerging path through the situation. The disruption I am examining is, according to Brown, the original disruptor—a pandemic, namely COVID-19 which caused school instruction to move from face-to-face to emergency on-line teaching. While much of the beginning on-line teaching began in a chaotic context, that is not the only category that is identified by use of the Cynefin Framework. With data drawn from three interviews given by teachers or administrators recorded on YouTube for the Global Teacher Prize dating from March 2020 forward, I examine how both teachers and schools are changing their use of technology. I look at changes and modifications to pedagogy that the teacher has instituted and have determined work. I will then determine if the change is primarily beneficial for the teacher, student, or another party—uncovering the silver linings and innovations in the ways that teachers have changed their use of technology and their pedagogy during the emergency on-line teaching of COVID-19. Reference Snowden, D. J., & Boone, M. E. (2007). A Leader’s Framework for Decision Making. Harvard Business Review, 1–25. University of Hawai'i News. https://www.hawaii.edu/news/2020/04/07/covid19-vs-spanish-flu/

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Childs, Sue, e Julie McLeod. "Tackling the wicked problem of ERM: using the Cynefin framework as a lens". Records Management Journal 23, n. 3 (25 novembre 2013): 191–227. http://dx.doi.org/10.1108/rmj-07-2013-0016.

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Fierro, Davide, Stefano Putino e Lucio Tirone. "The Cynefin Framework and Technical Competencies: a New Guideline to Act in the Complexity". INCOSE International Symposium 28, n. 1 (luglio 2018): 532–52. http://dx.doi.org/10.1002/j.2334-5837.2018.00498.x.

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Elford, Wendy. "A multi-ontology view of ergonomics: applying the Cynefin Framework to improve theory and practice". Work 41 (2012): 812–17. http://dx.doi.org/10.3233/wor-2012-0246-812.

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Alexander, Anthony, Maneesh Kumar e Helen Walker. "A decision theory perspective on complexity in performance measurement and management". International Journal of Operations & Production Management 38, n. 11 (5 novembre 2018): 2214–44. http://dx.doi.org/10.1108/ijopm-10-2016-0632.

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Purpose The purpose of this paper is to apply the aspects of decision theory (DT) to performance measurement and management (PMM), thereby enabling the theoretical elaboration of volatility, uncertainty, complexity and ambiguity in the business environment, which are identified as barriers to effective PMM. Design/methodology/approach A review of decision theory and PMM literature establishes the Cynefin framework as the basis for extending the performance alignment matrix. Case research with seven companies explores the relationship between two concepts under-examined in the performance alignment matrix – internal dominant logic (DL) as the attribute of organisational culture affecting decision making, and the external environment – in line with the concept of alignment or fit in PMM. A focus area is PMM related to sustainable operations and sustainable supply chain management. Findings Alignment between DL, external environment and PMM is found, as are instances of misalignment. The Cynefin framework offers a deeper theoretical explanation about the nature of this alignment. Other findings consider the nature of organisational ownership on DL. Research limitations/implications The cases are exploratory not exhaustive, and limited in number. Organisations showing contested logic were excluded. Practical implications Some organisations have cultures of predictability and control; others have cultures that recognise their external environment as fundamentally unpredictable, and hence there is a need for responsive, decentralised PMM. Some have sought to change their culture and PMM. Being attentive to how cultural logic affects decision making can help reduce the misalignment in PMM. Originality/value A novel contribution is made by applying decision theory to PMM, extending the theoretical depth of the subject.

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Più fonti

Tesi sul tema "Cynefin framework"

Williams, Sara Susanna. "A perspective on ethical agency in complex adaptive systems : providing a philosophical description and analysis of the Cynefin Framework and Sensemaker Suite™". Diss., University of Pretoria, 2014. http://hdl.handle.net/2263/79210.

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This study explores the implication of complexity theory on our understanding of knowledge before proposing a cognitive shift, to move from a rule-directed business ethics to a more responsive and relational approach to ethics in organisations. I argue that storytelling may be able to accommodate more of the agonistic nature of complex systems while still playing an orientating role, without suffering from the deterministic implications of central control structures like codes and rules. I base the study on three assumptions: (1) Ethical decision-making and accountability in complex systems are relational rather than based purely on reason and on universally accepted codes or principles; (2) Storytelling can contribute to sense-making in complex situations and to our understanding of appropriate/inappropriate behaviours in ethically challenging situations, and (3) Pattern recognition and analyses could be helpful in reinforcing positive behaviours and weakening ethically risky behaviours. I approach the study through the lenses provided by Paul Cilliers, Michel Foucault and Alisdair MacIntyre. Through Cilliers, I refer to Jean-Francois Lyotard and Jacques Derrida’s notions on the dilemma of knowledge and the fragmentation of meaning in postmodernism. A reading of Foucault provides a view on how the ethical agent emerges through participation in power relationships and through personal practices on becoming an ethical agent. MacIntyre provides a view on how personal history, duty and roles in a community, and the history and traditions of a community combine to define a subject’s moral identity. Despite differences in philosophical perspective between MacIntyre (a Communitarian approach) and Foucault (the development of ethical agency through participation in power struggles), both perspectives on agency provide an important basis for the development of my own understanding of the relational character of ethics and the development of ethical agency through agents’ participation in relationships. These philosophical theories provide an entry point into discussing business dilemmas relating to organisational culture and subcultures, and the use of stories to embed ethical values in organisations: Joanne Martin’s perspective on cultural studies provide a view on how our approach to culture studies can limit our understanding of what culture entails; David Bøje and Ken Baskin’s perspectives on storytelling provide a link to complexity theory and the role of living stories in making sense of complex relationships. Cilliers and Karl Weick provide insights on sense-making as a human capability that allows us to organise and simplify our world: Weick, through his description of pattern-creation and pattern-entrainment, shows how certain patterns can be reinforced and others weakened, in order to develop ethical sensibilities in an organisation. Through an exploration of these theories, I propose that storytelling, as a natural sense-making ability of humans, can be integrated into organisational ethics programmes. I finally analyse the Cynefin Framework and Sensemaker Suite™ process and methods and discuss some possibilities and tensions in using the framework as intervention in enabling ethical sensibilities in complex organisations.
Dissertation (MA)--University of Pretoria, 2014.
Philosophy
MA
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Botha, Deonie Francesca. "The strategic continuing training needs of executives and managers on a selection of large South African companies". Thesis, 2008. http://hdl.handle.net/2263/26763.

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The strategic environment of companies is divided in four domains. These domains are the known, knowable, complex and chaos domains. The known and knowable domains are characterised by order while the chaos and complex domains are characterised by unorder. The factors present in the chaos and complex domains are emergent in nature and are regarded as un-ordered. Executives and managers need to be prepared to manage in all four these domains in order to ensure the long-term competitiveness of companies. This implies that the training needs of executives and managers need to be identified and addressed in order to prepare them to manage in the four domains in the strategic environment of companies. Executives and managers are trained by means of traditional and/or strategic training. Traditional training prepares executives and managers to manage in the ordered domains while strategic training prepare executives and managers to manage in the domains characterised by un-order which are emergent in nature. Strategic training is “based on predictions of future job requirements” (Rothwell&Kazanas, 1994:425). Traditional training addresses the training needs of executives and managers as it flows from the current strategic orientation of the company while strategic training addresses the training needs of executives and managers as it flows from the emergent strategic orientation of the company. Knowledge management entails the establishment of an environment within which knowledge processes (creation, codification, sharing, organisation and use of knowledge) are performed through a variety of tools and techniques to the benefit of the company. Knowledge processes regarding the emergent strategic orientation of companies are performed during a strategic training process and therefore strategic training is regarded as a knowledge management technique. Strategic training enables executives and managers to learn as regards the emergent strategic orientation of the company. Ahmed, Kok and Loh (2002:23) state: “The objective of organizational learning and knowledge management is to create a motivated and energized work environment that supports the continuous creation, collection, use and reuse of both personal and organization knowledge in the pursuit of business success.” Furthermore, Ahmed, Kok and Loh (2002:23) explain that the ability of companies to capitalise on their knowledge assets defines their competitiveness. Knowledge management techniques such as strategic training should be used to ensure that the knowledge assets of companies contribute to the long-term competitiveness of companies. The literature on strategic training was studied and empirical research was conducted in a selection of 24 large South African companies in order to ascertain the nature and scope of training offered to executives and managers. The nature and scope of training in large South African companies were studied to ascertain whether these companies use a strategic training process to identify and address the strategic training needs of executives and managers and thus if companies perform knowledge processes regarding their emergent strategic orientation. It was ascertained that only a few of the 24 large South African companies which participated in the study use a strategic training process to identify and address the strategic training needs of executives and managers. A framework for the implementation of a cyclical strategic training process is therefore proposed as a guideline for companies that want to use a strategic training process.
Thesis (DPhil)--University of Pretoria, 2008.
Information Science
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Capitoli di libri sul tema "Cynefin framework"

Selgert, Franklin. "Cynefin Framework, DevOps and Secure IoT". In Computer Safety, Reliability, and Security. SAFECOMP 2020 Workshops, 255–65. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-55583-2_19.

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Ramalho, Rogério Aparecido Sá, Ricardo César Gonçalves Sant'Ana e Francisco Carlos Paletta. "Contributions of Information Science in the Data Science Era". In Role of Information Science in a Complex Society, 45–64. IGI Global, 2021. http://dx.doi.org/10.4018/978-1-7998-6512-4.ch004.

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The acceleration of the development of digital technologies and the increase of the capillarity of their effects present new challenges to the praxis related to the treatment and informational flows and those that are object of study of information science. This chapter is based on a theoretical study that analyzes information science contributions in the data science era, analyzing from the Cynefin Framework to the new contemporary informational demands generated by the increasing predominance of data access and use. In order to establish the relationship between the skills expected from the information science professional and its relationship with access to data, the Cynefin Framework was used as a basis to establish a perspective of analyzing the skills involved in each of the phases of the life cycle of the data.

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Kulothungan, Gladius David, Charles Oham e Puspa Jirel. "Managing Uncertainty in Small and Micro Social Enterprises". In Handbook of Research on Value Creation for Small and Micro Social Enterprises, 327–48. IGI Global, 2019. http://dx.doi.org/10.4018/978-1-5225-6298-6.ch017.

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Small and micro social enterprises deal with meeting unmet or inadequately met needs of marginalized people and communities by creating values for them. While organizing and focusing their efforts on doing this entrepreneurially, they are constantly buffeted by complexities and uncertainties. Most of these enterprises are initiated and led by committed social activists who become ‘accidental managers.' In their attempts to continue being relevant and committed to their true mission, these social entrepreneurs resort to novel methods through a unique framework called the Cynefin-Bricolage Framework that is essentially an ‘analysis-solution' tool for solving critical problems associated with uncertainties in organizational contexts for small social enterprises. This chapter uses two case studies from Nepal which deploy this framework effectively, setting an example of good practice for other small and micro social enterprises, with significant relevance to the sector as a whole.

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Shalbafan, Saeed, Elyssebeth Leigh, Julien Pollack e Shankar Sankaran. "Decision-making in project portfolio management: using the Cynefin framework to understand the impact of complexity". In International Research Network on Organizing by Projects (IRNOP) 2017. University of Technology, Sydney, 2017. http://dx.doi.org/10.5130/pmrp.irnop2017.5775.

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Rabaey, Marc. "Complex Adaptive Systems Thinking Approach for Intelligence Base in Support of Intellectual Capital Management". In Intellectual Capital Strategy Management for Knowledge-Based Organizations, 122–41. IGI Global, 2013. http://dx.doi.org/10.4018/978-1-4666-3655-2.ch007.

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This chapter introduces Complex Adaptive Systems Thinking (CAST) into the domain of Intellectual Capital (IC). CAST is based on the theories of Complex Adaptive System (CAS) and Systems Thinking (ST). It argues that the CAST, combined with Intelligence Base offers a potentially more holistic approach to managing the Intellectual Capital of an organization. Furthermore, the authors extend this IC management with additional dimensions proper to a social entity such as an organization. New organizational design methods are needed and the capability approach is such a method that supports IC in virtual and real organizations. The characteristics of Intellectual Capital are discussed in the iterative process of inquiry and the Cynefin Framework, guaranteeing a holistic view on the organization and its environment.

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Rabaey, Marc. "Complex Adaptive Systems Thinking Approach to Enterprise Architecture". In Web Design and Development, 339–89. IGI Global, 2016. http://dx.doi.org/10.4018/978-1-4666-8619-9.ch017.

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Complex systems interact with an environment where a high degree of uncertainty exists. To reduce uncertainty, enterprises (should) create intelligence. This chapter shows that intelligence has two purposes: first, to increase and to assess (thus to correct) existing knowledge, and second, to support decision making by reducing uncertainty. The chapter discusses complex adaptive systems. Enterprises are not only complex systems; they are also most of the time dynamic because they have to adapt their goals, means, and structure to survive in the fast evolving (and thus unstable) environment. Crucial for enterprises is to know the context/ecology in which they act and operate. The Cynefin framework makes the organization and/or its parts aware of the possible contexts of the organization and/or its parts: simple, complicated, complex, chaotic, or disordered. It is crucial for the success of implementing and using EA that EA is adapted to function in an environment of perpetual change. To realize this, the chapter proposes and elaborates a new concept of EA, namely Complex Adaptive Systems Thinking – Enterprise Architecture (CAST-EA).

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Rabaey, Marc. "Complex Adaptive Systems Thinking Approach to Enterprise Architecture". In Advances in Business Information Systems and Analytics, 99–149. IGI Global, 2014. http://dx.doi.org/10.4018/978-1-4666-4518-9.ch003.

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Simard, Albert J., e Philippe Jourdeuil. "Knowledge Manageability". In Building a Competitive Public Sector with Knowledge Management Strategy, 1–52. IGI Global, 2014. http://dx.doi.org/10.4018/978-1-4666-4434-2.ch001.

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Although the knowledge society is evolving rapidly, uptake of knowledge management principles and practice in the public sector have lagged well behind that in the private sector. To help overcome this difficulty, the knowledge management mantra that industrial-era cultures must change in order for KM to succeed is reformulated into a new paradigm: Within an existing culture, how can knowledge management increase the value of organizational knowledge and the productivity of knowledge work? The paradigm uses the Cynefin sense-making framework as a foundation for knowledge manageability. Four knowledge manageability regimes are described: authoritative hierarchy (use of explicit knowledge is authorized through organizational decisions), organizational structure (explicit knowledge is codified and interpreted in the context of organizational processes), negotiated agreements (tacit knowledge is exchanged among individuals and within communities to validate new knowledge), and responsible autonomy (innate knowledge is voluntarily used by individuals to create new knowledge). Most organizations use all four regimes, each of which requires a different approach to management. The chapter also describes methods for transferring knowledge across the regions, from creation to application. The knowledge manageability framework encompasses a spectrum from dynamic, unstructured organizational environments to relatively inflexible, highly structured environments. It provides a robust, multi-dimensional framework for managing knowledge and knowledge work across diverse organizational contexts. By avoiding the need to change inherently structured culture and work processes, it greatly reduces the challenges associated with implementing knowledge management in public-sector organizations.

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Rabaey, Marc. "A Complex Adaptive System Thinking Approach of Government E-Procurement in a Cloud Computing Environment". In E-Procurement Management for Successful Electronic Government Systems, 193–219. IGI Global, 2013. http://dx.doi.org/10.4018/978-1-4666-2119-0.ch013.

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The main focus on e-Procurement in this chapter will be the public (government) e-Procurement, which is part of a larger whole, namely e-Government. e-Procurement and e-Government are very important tools for the government to act in this fast changing society. But as for must business, the tools may be important, but the vision and the strategy to use these tools are much more important. Therefore the chapter discusses e-Government and e-Procurement in their strategic contexts, in which intelligence (contextual integrated information) is a key factor to survive. The reason is because the government is a Complex Adaptive System (CAS). Without intelligence and the agility of its structure and processes, the government will not survive, or at least it will be less efficient and effective in developing strategies and in executing these strategies. The game theory discussion will show that the flexibility and agility of the e-Procurement system (together with a good strategy) are key factors for a successful system; otherwise e-Procurement is more of weakness in the government’s value chain of procurement of goods and services. In the last part of the discussion on Cloud Computing and e-Procurement, the author argues that ERP systems (so called best practices) are not well adapted to other contexts than the simple context of the Cynefin Framework. Service Oriented Architecture solutions can provide better (adapted) solutions for e-Procurement. Cloud Computing in combination with SOA may be the next generation solution.

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Atti di convegni sul tema "Cynefin framework"

Vollmar, Jan, Michael Gepp, Herbert Palm e Ambra Cala. "Engineering framework for the future: Cynefin for engineers". In 2017 IEEE International Systems Engineering Symposium (ISSE). IEEE, 2017. http://dx.doi.org/10.1109/syseng.2017.8088286.

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Ilieva, Roumiana, Kiril Anguelov e Mario Nikolov. "A Cynefin Framework for Agile Decision Making of AI BOTS". In 2018 International Conference on High Technology for Sustainable Development (HiTech). IEEE, 2018. http://dx.doi.org/10.1109/hitech.2018.8566411.

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O'Connor, Rory V., e Marion Lepmets. "Exploring the use of the cynefin framework to inform software development approach decisions". In ICSSP '15: International Conference on Software and Systems Process 2015. New York, NY, USA: ACM, 2015. http://dx.doi.org/10.1145/2785592.2785608.

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B. S. Dykstra, Josiah A., e Stephen R. Orr. "Acting in the unknown: the cynefin framework for managing cybersecurity risk in dynamic decision making". In 2016 International Conference on Cyber Conflict (CyCon U.S.). IEEE, 2016. http://dx.doi.org/10.1109/cyconus.2016.7836616.

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Fic Žagar, Petra, Tina Bregant, Matjaž Perc, Anja Goričan, Aleks Jakulin, Janez Žibert, Žiga Zaplotnik et al. "COVID-19 Vigilance: Towards Better Risk Assessment and Communication During the Next Wave". In Values, Competencies and Changes in Organizations. University of Maribor Press, 2021. http://dx.doi.org/10.18690/978-961-286-442-2.15.

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Since December 2019, SARS-CoV-2 infections have altered many aspects of our societies. Citizens were faced with circumstances to which even experts and scientists did not yet know the answers and were applying the scientific method to make daily steps of progress towards better understanding the threat and how to contain it. Within a year, several vaccines were produced to protect individuals from the virus, thereby resolving the most important medical problem. However, not just medical issues call for the application of the scientific method. The management of epidemics also can, and in fact should, benefit significantly from a science-based approach. The novel complexity of the situation left us torn between permissive and authoritarian approaches of containment, and it is still subject to debate what works best and why. In our contribution, we model the emerging complexity of the epidemics and propose a scientific-based data driven approach that aims to aid the decision makers in their focus on the most relevant issues and thus helping them to make informed and consistent decisions. The resulting monitoring and control system, termed COVID-19 vigilance, helps with risk assessment and communication during regional COVID-19 outbreaks. The system is based on the Cynefin decision complexity framework and the universal process model, and it uses several mathematical models that describe epidemic spreading. Different future scenarios are used to predict the impact of realistic, optimistic, and pessimistic outcomes, in turn allowing for a more efficient communication of involved risk.

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