One day, not too long ago, my team was suffering through a very boring retrospective. We were doing the old standard retrospective format of “What was good?” and “What was bad?” followed by “What can we do now?” That worked for us for a while because my team isn’t shy when it comes to talking about what can be better. But, one day it was unexpectedly and exceedingly awkward. I found myself saying things like “You guys normally have plenty of things to say” and “Do we have a case of the Mondays?” Well, ok, maybe not that last one, but I won’t deny it didn’t cross my mind. I definitely had to don my “pointy hair.” After that I realized that something needed to change. That was seconded by one of my seniors who came by and noted that it was probably time to do something different for our retrospectives. I began looking into what we might try next.
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The iframe isn’t working yet so here’s the link to the Prezi for Kanban 101. Its rough, but will improve over time:
It was Kaizen Camp when I first learned about the Cynefin framework. The first thing you might be wondering is how the heck you pronounce Cynefin. I know that was my first question. It is Kih-neh-vihn (/ˈkʌnɨvɪn/). The word is Welsh in origin and was coined by Dave Snowden in 1999.
What is it for?
In simplest terms, the Cynefin framework exists to help us realize that all situations are not created equal and to help us understand that different situations require different responses to successfully navigate them.
Different problems warrant different solutions
How often have you seen someone try to handle a difficult situation in an overly-simplistic way and then be really confused when it failed? If so, they could really benefit from an introduction to the Cynefin framework.
Who I am
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