Sts’úkwi7 is the generic name for salmon in Skwxwú7mesh, and in our second module in the Mi tel’nexw leadership program, Lloyd Attig offered practical grounding in his teachings on the medicine wheel as a way of exploring balance.
My home island is a rock rising out of the fjord that makes up the southern half of Skwxwú7mesh Temíxw. We have a few lakes here and creeks that swell in the fall when the rains return and fill the sea with fresh water infused with the taste of our island. Salmon, who have been living their lives in the Pacific ocean for 2, 3, or 4 years since they hatched in these creeks are able to discern the taste of their home stream in the great mix of waters that fills the Salish Sea. They use all of their senses to find their way home at all costs where they spawn and then die, for their life cycle begins and ends in the same stream, and a powerful drive returns them to their source.
Because of this symmetry in their life cycles, the faithfulness of their return to their places of origin, and their crucial role in the ecology of the Pacific coast, salmon are deeply important animals in both traditional and settler cultures here. They are powerful symbols of active balance and they are essential to the health of coastal forests. Up to 30% of the nitrogen used by the giant trees of our temperate rainforests originates in the ocean and is carried to every part of the land through the capillary network of salmon coming home to spawn and die. In this sense they literally connect land and sea, trees and ocean, erasing the boundaries, mixing nutrients and diversifying the health and wellbeing of the entire ecosystem.
Lloyd Attig, used the salmon as his inspiration to lead us through a series of exercises based on the medicine wheel, to examine interconnection and balance in our own lives. Leadership of all kinds demands that we place ourselves in challenging positions where we are likely to be knocked around, knocked off balance and create damaging dynamics for ourselves and others. I know Lloyd is an accomplished boxer, and so his sense of balance and grounding is born of years of experience in the ring. Tip off balance and the moment you are pushed, you collapse and fall.
For Plains Cree people, and many other indigenous cultures the medicine wheel is a powerful symbol of balance and renewal, just as the salmon is here. Breaking the wholeness of the world into four quadrants, it gives meaning and coherence to the stages of life, the seasons of the year, and the interdependence of the human faculties of spiritual, mental, emotional and physical well being. In our course last week Lloyd led us through an exercise to look at how balanced our every day lives are. Working with the mundane – fine granularity and plenty of examples – helps to reveal patterns of behaviour that indicate where to place our attention to address a current imbalance. This kind of inventory is helpful not as a one time thing, but in an ongoing way, reflection within a framework to see where the attention needs to be.
But the medicine wheel is not simply a tool for personal self-development. Individuals are not solo practitioners in a world without influence. We are embedded in high and higher levels of organization, teams, families, circles of friends, organizations, communities, nations. And we are also embedded in time too, as products of everything we have inherited and living ancestors to the thousands of generations yet to come. For me, practicing the balance and interconnection of salmon is to place oneself in relation to everything upon which I am dependant and which, even in some small way, is dependant on me.
Pacific salmon really are amazing creatures because they embody this teaching so perfectly. All five species that make our coast home exhibit the same circular life cycle of hatching in freshwater, growing and travelling over thousands of kilometres during their short span and then fiercely making their way back to the very gravel bed where they were hatched. Their entire life cycle is in service of the next generation, and becasue they die right after spawning, they never meet their young and never pass on knowledge or guidance. As we say, salmon are born orphans and die childless and yet the cycle of life continues over generations.
As individuals, salmon do everything in their power to grow strong and healthy while they are at sea. Some species, like sockeye, stop eating once they return to freshwater, meaning that they face an upstream journey of sometimes hundreds of kilometres against an autumn freshet with only the fat and muscle in their bodies to power them. Their singular drive and commitment to return assures the survival of their line. When they die, their bodies decay in the river and become food for the tiny creatures upon which their offspring will feast, or are carried away by animals into the forest to feed to soil and provide fresh sources of nitrogen and minerals to the hungry trees of the temperate rainforest.
In terms of a model for living balance and interconnection, there is no better standard than the pacific salmon. Tools like Lloyd’s medicine wheel give us gateways through which we can explore this deep relationship our own self has to all the systems in which we are embedded. Leadership which is in the service of life, at a minimum, requires this perspective and practice.
I live in Squamish traditional territory, Skwxwú7mesh Temíxw, and I have spent the last 19 years of my residency here as an uninvited guest trying to learn a little about the land and sea, and the traditional teachings that have found a home here for tens of thousands of years.
This month I have joined dozens of others in taking a course from my friend Ta7táliya and her family and friends called Mi tel’nexw which in Squamish means “figure it out.” It’s a leadership course that is rooted in Squamish ways of knowing and being (you can join anytime at that link.)
Our first class was last week, listening to the teachings of Skwetsimeltxw, who spoke about Squamish history and teaching from the perspective of sp’ákw’us, the eagle. As part of the course, we are invited to articulate takeaways and giveaways, naming the gifts received and how we will offer gifts as a result. This cycle of reciprocity is essential.
So here are a couple of takeaways and giveaways that are sitting with me.
Everything starts with the land. As obvious as this one seems, it’s important to remember. I take away from this insight the idea that when doesn’t know what to do, stop and see where you are, what is the land or sea saying about this. It is the ultimate source of everything. The other day I was up at Rivendell Retreat Centre, where I am a Board member, and we were talking about the gardens and outdoor space there. People come to Rivendell from all over the world to experience contemplative practice through silence, hospitality, simplicity and prayer. The practice of simplicity invites us into a powerful, open and basic relationship with the natural world, and my friend and I were discussing how we could make the gardens of Rivendell embody the hosting that the land does so that visitors to our centre could practice outside of our beautiful rooms and sanctuary, attuned to the blessing of the natural world. This territory begs to be loved through every expression of the land and the sea and so my giveaway is to put that lens back on the land at Rivendell and to work with folks to help us help spiritual seekers find the simplicity in that teaching.
Ceremony strengthens you so you can stay positive. My takeaway here is how important practice is. Ceremony that ties me to the land and to the community, brings me into a relationship with the natural world, the supernatural world and community in a way that makes me accountable for the way I spend my time in this life. Skwetsimeltxw shared a teaching of revered Squamish Elder Louis Miranda: “Don’t be afraid of death – we are only here camping for a short time. Don’t waste a day while you are here.” Ceremony gives us names, helps us over the transition of life’s markers, through grieving and loss, through celebration and abundance. Daily practices helps us to live well so that we can take care of what we have. My giveaway is to a practice that shares the beauty and goodness of my life and to this end I have deleted my social media apps from my phone to manage my energy and attention.
Take care of the things in your temporary possession. Squamish culture, like most west coast traditional cultures, is heavily based on property and ownership. The myth that indigenous people don’t have concepts of land ownership is patently false everywhere. Here on the west coast where potlatching is the governance system, all of the property of the nation – including land and places, stories, names, responsibilities, and resources – are placed in the care of someone. The laws and the rules are very strict because care for these fundamental things is essential to the survival of a people. (and yes removing these systems is a form of genocide, set on destroying a people through banning potlatching and ceremony, and stealing these possessions). Skwetsimeltxw said that when a person is given a name, it is not theirs to own but theirs to carry for a while and “polish during your life.” The takeaway for me is a teaching about stewardship and how we are to care for the things that come into our possession. For me this means that names I have like “Art of Hosting steward” confer responsibility to ensure that when I no longer carry that title, it has been made better for those who pick it up. My giveaway is to examine the various names and identities I carry – Board member, Bowen Islander (Nexwlélexwm uxwimíuxw), settler, Canadian, father, husband, facilitator, – and to live them in a way that people encountering these identities in others – especially in those I teach, train and raise – will recognize them as honourable. It is my work to transform an identity like “Canadian” conferred by my birth into this colonial land, or to try to live up to the high standards of a word like “father” that has been given to me by my dad and children.
“Prayers and love, once they are put down, stay where they are put.” This is a direct quote from Skwetsimeltxw and it refers to how Squamish people, living in this territory for tens of thousands of years, have prayed and loved every inch of it from time immemorial. The love and prayers of every ancestor lie upon the rocks and mountains and waterways here and my takeaway is that this land is soaked in blessings. Everywhere you walk or sit is a place that has been stewarded since the beginning of time with care and affection and deep spiritual connection. My giveaway is gratitude and an attuned sense of this sacredness. When Skwetsimeltxw uttered this sentence, I felt a complete and overwhelming sense of gratitude for the fact that I live in a place that is literally covered in love and prayer. Open to the sacred appreciatiation of the stewards and owners of this territory, inspired to attune myself ever deeper to what is really here.
I want to draw your attention to this incredible post by Zhen Goh, a fellow Cognitive Edge practitioner, exploring what is happening to the formerly-named “Disorder” domain in Cynefin, now called “Confusion.” In renaming the domain Confusion, Dave has also divided it into two types of confusion: Aproretic and Confused. I have taken to describing these, respectively, this way:
Aporetic means “at a loss” and indicates an unresolved confusion, or a paradox, which is just fine. Sometimes things need to remain a little murky for a while. “Confused” refers to the state of mind where you just aren’t getting it, and you don’t understand the problem. It’s often the result of a failure to see past one’s own biases, habits, and entrained patterns of solving things.
I have started thinking of this domain as the most important Cynefin domain because really, everything starts there. When you are confused, you can go to Cynefin to help you make sense of the routes available to you for action. This is the subject of some of Dave’s recent thinking, and also the meaning of the above graphic that he has produced. There is probably a lot more coming on this.
At any rate, that brings me to Zhen’s great post, which has been rattling around in my consciousness the last couple of weeks, largely because of this line, which is Jacques Derrida ultimately quoting Søren Kirkegaard:
“The moment of decision as such… must always remain a finite moment of urgency and precipitation; it must not be the consequence or the effect of theoretical or historical knowledge, reflection or deliberation, since the decision always marks the interruption of the juridico-, ethico-, or politico-cognitive deliberation that precedes it, that must precede it. The instant of a decision is a madness.” (‘Dialanguages’ in Points: Interviews 1974–1994 (Stanford, Stanford University Press, 1995), 147–8.)
Isn’t that the truth? We only ever need to make a decision in the absence of actually knowing what is the right thing to do.
Speaking personally, it is one of my personal leadership challenges, making a decision in the absence of certainty. I find myself paralyzed at times, unable to make a choice. As Dave Snowden said on a webinar last week “there is really no right decision, but there ARE wrong ones.” Making a tough decision often feels like a kind of madness, dangling above an abyss full of projected and imagined monsters and very real pitfalls.
But making decisions in radical uncertainty is what is happening to all of us right now. We are all in radical Aporia, confronting paradoxes and situations that have no resolution, no precedent and no right way forward. We have to rely on human instincts now, ethics, values, morality. Moments like this reveal true character, and we are seeing the leaders who are truly built for these times, like Leo Varadhkar who has taken up his doctor’s license again. Also, our own Dr. Bonnie Henry in BC, who I can’t stop writing about. These are people who recognize, as Zhen puts it, that “Aporia allows for humanity:”
Aporia is part of ontological reality when facing crisis – but the burden of leadership is to communicate with clarity and authenticity. At once providing direction, demonstrating action, but acknowledging where there is uncertainty. Acknowledgment of this uncertainty is where the invitation for collective action can take place.
These folks are merely the most visible archetypes of human leadership in times of unresolvable confusion. In every home and every family, there are many millions more who are discovering what high-risk decision making is all about. May you all persevere in this time in being a leader who confronts the reality of Aporia and works diligently against mere confusion.
I live on an island, literally. It is a small community located near Vancouver, home to 3750 people in the winter and perhaps 5000 or so in the summer. Living on an island attunes one to the realities of working with bounded spaces. There is really only one way in our out of here, through the ferry, so it is a good chance to explore and learn about self-organizing systems. And as anyone who has visited an island knows, every one has its own unique culture and character, developed through decades of living in tightly connected, tightly bounded community.
During the pandemic, all I can see are islands within islands within islands, as each of us retreats into heavily bounded spaces, contained within other heavily bounded spaces and so on. Holonic containers repeating at fractal scales. Our word is organizing itself to defeat a virus that can permeate all but the most impermeable boundaries, and for a complexity worker, it is fascinating.
Complex adaptive systems consist of agents operating within bounded spaces. The five main factors that influence self-organization in complex systems are:
- Connections between agents in the system and the Exchange between those agents.
- The Identities that those agents have, in any given context.
- The Attractors and Boundaries that form the spaces in which agents interact. These contain and constrain the behaviour of the agents in the system.
The world is fractal at the moment meaning that these systems are nested within one another; the whole of one system becomes a part of a higher level space. Levels look like this:
- As a person, I try to keep the virus from entering my body
- I am in a relationship with two other people in my home and we are trying to keep the virus from entering our home. Our Chief Public Health Officer calls these “bubbles,” defined right now by people you can touch.
- Our bubble lives in a community and we must be very careful to keep at least two meters away from other bubbles so that we can keep the virus from entering our bubble. “Don’t connect the bubbles” is the heuristic here.
- Our community is very highly contained, being an island, and we have to do everything we can to limit the connections and exchanges we have to other communities.
- All of us together are living in a province that is itself contained and has limited connection with other provinces in our country. As a result, differences are appearing in how each province is handling the crises. and so far ours is doing fairly well.
- Our country is also bounded and contained, with very little international travel, and so we are also starting to see differences in how different countries are handling the pandemic, even close neighbours like Canada and the US. Anyone arriving in our country to stay must self-quarantine for 14 days and that is an order that is enforceable.
- And then of course, here we are on earth, perhaps yearning for an escape to a cleaner place, but no such place exists.
So it is clear that the two main factors influencing the pandemic are boundaries and connections at this point. Managing these is what we are doing now. Public health is about influencing behaviour, and as behaviour is an emergent property of people interacting within systems, it can only be influenced by changing the conditions for self-organization. Health authorities are applying tight constraints on Boundaries and Connections in order to influence behaviour and within each of the various levels, in the hopes that behaviours will change and we will ‘flatten the curve.” The challenge, as always, is that you cannot predict what will work and what won’t, so you need to try things and see what happens and adjust. Lots of adjustment has been going on and we can see a gradual tightening of Boundaries and narrowing of connections. Just as you are supposed to wash your hands and not touch your face, people in communities are expected to keep physically distant from one another and stay at home as much as possible.
Application in practice
By all accounts, this is working in British Columbia, where I live. All of our nested holons are engaged in the same project so that even with outliers who are disobeying the public health orders and recommendations, we are generally operating at the moment within the capacity of our health care system. Of course, things can change very quickly and so our daily reports have contained a mix of the carrot and the stick: praise at the efforts that are paying off, and a dire warning that we have not yet reached our peak and that the choices we make now will determine how many people literally live or die in the next few weeks and months.
Our only metric that matters is the curve. Exceeding the capacity of our health care system to provide care will trigger a massive escalation in this crisis meaning even tighter constraints. Currently, we are managing well, and we haven’t had any major tightening of constraints since March 18 for the general population.
As a case study, the way the British Columbia government has handled the pandemic is an excellent example of managing in complexity. I put this down to our Chief Public Health Officer, Dr. Bonnie Henry. Dr. Henry is trained in public health and preventative medicine, which is itself a complexity field. She was the operational lead in Toronto during the SARS epidemic in 2003 and she subsequently worked on the ebola and H1N1 outbreaks. She knows her stuff.
Her advice to British Columbians has been a mixture of heuristics – wash your hands, don’t touch your face, practice physical distancing – and orders that make it illegal to gather in groups larger than 50, and by law officers have been empowered locally to enforce physical distancing orders around much smaller groups in public places. This shows excellent use of what we try to teach with Cynefin: the proper application of the right use of constraints and practices for the type of situation at hand, with sophisticated monitoring, openness to change, and decisive action. My confidence in her is unparalleled. This is what a top rate complexity-informed leader looks like. Her actions and her influence have been widely praised and as a result of her leadership at this moment, people in our province generally feel safe.
What I worry about now
From a complexity perspective, the worry is what might happen to the connections and boundaries that are currently the most important constraints at play. In general, the tighter you make a constraint, the more catastrophically it fails and so there is a fine art to finding just the right balance to manage the disease and not provoke widespread social unrest. Even though we would all be 100% safe if we were locked in our houses and forced at gunpoint to stay there, this would probably provoke a massive social reaction that would defy that order en masse, creating the perfect conditions for 100% of the population to contract the virus. Likewise, a too lackadaisical attitude will not be effective in keeping people separate. There are already concerns that the March 18th order needs to be tightened to groups of less than 50. At this point, I think everyone would agree with that. The major boundary violations have been happening in house parties which is very dangerous as one infected person at a party will almost certainly infect everyone else who will take the virus home to their own generally tightly constrained bubble. Within bubbles, we don;t have boundaries, so the virus spreads by jumping across a boundary at one scale and finding it’s way into a bubble at a lower scale.
This has massive implications especially for people whose ability to adhere to orders and practice good heuristics is compromised by poverty, disability, or disempowerment. A general population health approach allows for flexibility in the system so that in principles, those who cannot adhere to the highest standard can nevertheless do their best. Our federal government emergency benefit, which looked initially like a $2000 a month income supplement for any who need it, now appears to be excluding up to a third of workers in our country. This is NOT the time to exclude people who would otherwise need to go out into the community to find work. The simplest solution would be to make that benefit available to all, to protect renters and homeowners from losing their homes during this period and housing homeless people properly in empty hotels instead of on uncomfortable cots in conventions centres and hockey rinks. Our society’s unequal in-bred distrust of the poor and disabled will have massive consequences if we don’t get this right.
At the best of times our system lets hundreds of thousands of people fall through the cracks. These days what will also certainly fall through the cracks is the virus we are trying to contain, simply because we don’t trust poor people.
On our island, we have asked that no one come and visit us, as we try to limit the connections with the outside world. This is because within the bubble of our island we have self-organized practices and systems that are working to care for our community. We are a small island, tightly connected, and our community crisis infrastructure is very small. People coming to live in the summer homes, or coming to visit for the day don’t know the protocols that have developed here and many small communities are reporting that visitors are more cavalier than residents are. Indeed this article names the problem of uncontrolled connections between bubbles as a major issue for small towns. (The lede phrase “wealth is the vector” is a powerful statement of the truth). Small communities are fragile social ecosystems. An outbreak of COVID-19 on our island, for example resulting from a visiting infected boater who doesn’t understand or follow our social practices, could ravage our General Store staff and would have a catastrophic consequence. We would quickly run out of food options and have no choice but to make more frequent trips to the mainland, thus increasing the exposure and overall exchange bandwidth for the virus to move.
Other constraints are also playing into this. Our island is an interesting Attractor for people who have been cooped up in their homes for months and the weather is changing. It will be very hard to stop people visiting on the ferry or on boats and so our ferry company has begun making serious discouraging announcements about visitors to small islands and our tourism association has been ramping up the message. With a sunny long weekend coming up, I believe that we need to make ourselves less interesting as a catalyst. I imagine the provincial government will be driving home that message too. Already ferry runs between the mainland and Vancouver Island have been massively reduced, with several reserved only for cargo. Entire routes have been shuttered.
Identities too become an important aspect to play with. We see our provincial government and health officer praising British Columbians and reminding us that we are all in this together. they are trying hard to get everyone to belong to the same team, and showing the results is a good way to reinforce that identity. Using wartime metaphors, while not especially helpful, nevertheless have the effect of getting folks into a serious mode of action. Our health officer sprinkles her messages with calls to be diligent over one’s own role, and have kindness and compassion for others. She refuses to condemn people for momentary or temporary violations of physical distancing practices (she says “you don’t have the full picture of what your neighbour is up to, so don’t be quick to judge”) but has no qualms using her authority to enforce orders against house parties and large outdoor gatherings.
It’s interesting times to be sure, but it has been a living and breathing example of how complexity thinking is providing the best way through the pandemic. I hope you are currently living in a jurisdiction where your decision-makers understand this, and I know many people are not. To you, my friends, all I can say is make sure YOU take a complexity-informed view of the situation and keep your bubble as tight as a little rocky island.
Every year, to celebrate St’ David’s Day, Dave Snowden has shared a series of posts on the evolution of the Cynefin framework. This year he introduced the newest version. The framework changes, because as we use it, it has an evolutionary journey towards “better” and more coherent. Not every branch in its evolution has had helpful components, but I find the current iteration to be very useful because it is both simple to use, easy to introduce, and yet has quite a bit of depth.
During the pandemic, I’ve been using this version of it to help people think about what to do and this is how I propose to tour you around it as well.
First, it’s helpful to orient people to the framework. To begin with, it has five domains: the one in the middle, plus four others. It’s helpful to think of the domains as a slope, starting high in the bottom right and tapering counterclockwise around to the bottom left. The domain in the middle is the most important for me, and the most underappreciated. It is the domain of Confusion (it used to be called Disorder). The domains on the right side are “ordered” meaning that stuff there is largely knowable and predictable, and problems are solveable. These Clear or Complicated domains are, distinguished by the number of interactions going on – the more parts in the system, the more Complicated it is – and the level of expertise required to know what the answer to a problem should be.
The domains on the left side are “unordered” meaning that situations are unknowable and unpredictable. This is the world of Complexity and Chaos. These are distinguished by the way the system changes, self-organizes, and creates emergent phenomena. Complex systems exhibit emergence and self-organization, and Chaos exhibits the lack of any meaningful constraints a sense of randomness and crises.
The further you go counterclockwise, the more unordered and unstable the system is. If you go clockwise, you introduce stability and order to the system. Stability lies clockwise of where you are now and instability lies counterclockwise. It is important to note that this is true until you get to the boundary between Clear and Chaos. That is like a cliff. One falls off of the Clear domain into chaos and it is difficult – if not impossible – to recover and clamber back up to the well-ordered world with Clear answers.
Most helpful for understanding strategy and the use of the framework is understanding how constraints work. From Clear to Chaos, one can move through the framework using constraints: Clear systems have fixed constraints that can break catastrophically and can be repaired easily f you know what you are doing. Think of a water leak. If you know how to repair it, it is a simple matter to do so. If you don’t, you fall off that cliff into Chaos quite quickly, and it takes a lot of time to get back to normal.
Complicated systems allow for a little more latitude in practice and so have governing constraints, such as laws and procedures. Break them at your peril, but also discuss them to make sure they govern activity in the system well.
Complex systems are characterized by enabling constraints which give rise to all manner of creativity, emergence and self-organization, but which can also be immutable. Think of the laws of physics or principles of evolutionary biology that seem to generate a huge variety of systems and living beings. But we don’t have a creature that can breathe by oxidizing neon, because neon doesn’t oxidize.
Constraints in complexity can be quite tight and still contribute to emergence and creative action. Think of the way the rules of the haiku form don’t tell you what to write, but instead offer guidance on the number of syllables and lines to use: three lines of five, seven, and five syllables. These simple constraints give rise to tremendous creativity and inspiration as you work to create beauty within a distilled form.
In Chaos the absence of constraints means that nothing makes much sense, and all you can do is choose a place to act, apply constraints and quickly sense what comes next. This is what first responders do. They stabilize the situation and then figure out whether a technical expert is needed (to operate the jaws of life) or whether the situation needs to be studied a bit more (so we know how a pandemic actually occurs and the different ways a new virus operates in the human body).
That’s the basic orientation to the framework. There are additional features above that are helpful to note, including the green zones of liminality and the division of the Confusion domain into A and C, standing for Aporetic and Confused. Aporetic means “at a loss” and indicates an unresolved confusion, or a paradox, which is just fine. Sometimes things need to remain a little murky for a while. “Confused” refers to the state of mind where you just aren’t getting it, and you don’t understand the problem. It’s often the result of a failure to see past one’s own biases, habits, and entrained patterns of solving things.
Contextualizing your problem
One meaning of the Welsh word “Cynefin” is “places or habitats of multiple belonging.” The name of the framework references the fact that in any situation of confusion, you are likely to have all five types of problems or systems at play. So when you are working on trying to understand a situation, start by assuming you are in Confusion. As much as it is tempting to look at all situations related to COVID-19 right now as Chaos, they aren’t. In fact, the desire to do see them that way is actually a key indicator that you are in Confusion. When I am teaching this framework, I sometimes label this domain “WTF?” because that is precisely what is happening here. We don’t know what’s going on, we’re confused, and we’ve never been here before. Any data you collect about a problem should all go into the Confused domain first.
From there you can ask yourself where things belong. This is called a Cynefin contextualization and is a core Cognitive Edge method for working with Cynefin. It works like this: you literally put as many aspects of your situation on individual post-it notes as you can, put them in the middle of a table and sort data into basic categories according to these criteria:
- If the aspect is clear and obvious and things are tightly connected and there is a best practice, place it bottom right.
- If the aspect has a knowable answer or a solution, has an endpoint, but requires an expert to solve it for you, put it top right.
- If the aspect has many different possible approaches, and you can’t be sure what is going to work and no one really has an answer, put it top left.
- If the aspect is a total crisis, and you are overwhelmed by it, put it bottom left.
- If you can’t figure out which domain to put the aspect in, leave it in the middle for now. NOT EVERY POST IT NOTE NEEDS TO GO IN THE FOUR OUTER DOMAINS.
Now you have a table with five clusters of post-it notes. You can do lots of things with your data now, but for me, the next step is to have a look at the stuff on the right side. Make a boundary between the stuff you can do right now (Clear) and the stuff you need an expert to help you with (Complicated). You can cluster similar pieces of data together and suddenly you have little projects taking shape.
In the top left corner (Complex), make a distinction between things that are more tightly constrained and things that are less tightly constrained. Think of this domain as a spectrum from closed to open. For example, moving my work online is constrained by needing a laptop and some software, and a place to work and some hours in the day to minimize interruptions. Those are fairly tight constraints, even though I know that I’m not going to get it right the first time around and no expert will solve it for me. I have to make it work for my context. Figuring out how to manage a team of eight people from home is much less constrained, and even comes close to chaotic. So that gives you a sense of the variety possible as you move from the boundary between Complicated and Complex and the boundary between Complex and Chaos. And you can see now why the liminal spaces exist there too. It’s not always clear cut.
Anything else on the left side that is overwhelming is in Chaos, so leave it down at the bottom left. If it is an actual crisis, you probably should take care of it right now and then come back to your framework later!
Stuff that is still confusing stays in the middle and you might want to take a crack at sorting things into Aporetic and Confused. An example of Aporetic might be trying to figure out whether you have the virus or not without being able to get tested. Because you can’t know for sure, you have to hold that knowledge in suspension and let your actions be guided by the idea that you might have it, but you might not too. But you might. You just can’t know right now.
So now you have options:
- For Clear aspects, just do them. Don’t put them off either, because failing to do so will drop you into chaos. WASH YOUR HANDS OFTEN FOR 20 SECONDS WITH SOAP. That’s an order. Orders work well here.
- For Complicated aspects make a plan. You might be able to find someone to help you learn the technical aspects of setting up a zoom meeting. You’ll definitely find videos and technical documentation to help you do it. You can learn that skill or find someone who knows it. This is what is meant by Sense-Analyse-Respond. Do a literature search, listen to the experts, and execute.
- For Complex problems, get a sense of possibilities and then try something and watch what happens. Figuring out how to be at home with your kids is pure complexity: you can get advice from others, talk about with friends and strangers, read blog posts and tweets, but the bottom line is that you need to get to work and learn as you go, engaging in a rapid iterative cycle and see if helpful patterns emerge. As you learn things, document practices and principles that help guide you in making decisions. If rules are too tight, loosen them. If the kids need more structure, apply it. Finding those sweet spots requires adaptive action, and learning as you go. Here we talk about Probe-Sense-Respond. Don’t worry about collecting tons of information before acting: it won’t help you past a certain point. Act on a hunch first and monitor the results as you go.
- Liminal complexity means that you are choosing to enter into proximity to either Complicated or Chaos. if you apply constraints (like enforcing rules on the kids) you are moving complexity towards the ordered domains. That might work, but too much rigidity will create problems. On the other hand, if your constraints are too rigid you may find yourself unwittingly creating patterns that make it hard to flow with the changing times. And so you release the constraints until you can discover something new and helpful, and then apply constraints again to help you manage in complex times. An example might be adopting the assumption that you are a carrier of the virus and letting that assumption guide your behaviours. That helps you to make choices that will probably benefit you and the people around you. (And here are some heuristics to practice with if you have kids at home during the pandemic)
- For chaos, you are going to need to apply constraints quickly and maintain them until the situation stabilizes. That might mean self-quarantine if you are infected and sharing a house with others. It might mean relying on emergency services to impose those constraints for you.
- For confusion, think of this as the top of the fountain and as new data enters your system, add it there until it trickles into the right domain. I like to revisit things that are in this domain from time to time, because as I get to work on stuff, sometimes my confusion about other things disappears, or sometimes I find a true paradox that can never be resolved and those are delightful in themselves.
So, to conclude
In summary:
- Cynefin is a five (expanding to seven) domain framework. Whatever you are doing probably has aspects of all the domains at play at any given time.
- If you need to learn something, or discover new things, loosen constraints. If you need to stabilize a situation, tighten constraints.
- In the Ordered domains, rules, laws, and experts are helpful and should be obeyed. In the unordered domains, principles and heuristics should be adopted that are coherent with goodness, safety, and care, to guide behaviour and learn new things.
- In chaos, stabilizing the situation is most important. Act now to restrict your actions and once things are stable, make the next move.
Be careful, be aware, be connected, learn and share as you go. None of us have been here before, so offer grace and support. Try to look at what is happening and suspend your judgement. Don’t spread information unless you know it is reliable, and help each other out.