UnderstandingComplexity

The CynefinFramework

The Organisation& Knowledge

The Useof Narrative

Course 1 Course 2 Course 3 Course 4

Make better decisionsLearn to engage with the unanticipated for strategic advantage. For leaders, consultants and project managers.

Dave Snowden

Four 1-day Courses. 16 modules with the theory and practice of managing complexity for resili-ence.

Click here a current list of courses.

Crucial new knowledge for:

• Project management• Change management• Innovation and development• Risk and crisis management• Cultural development• Safety management• Knowledge management

Lead facilitator:

© 2015 Cognitive Edge Pte Ltd.

How to manage uncertainty in increasingly complex environmentsThe ability to manage and navigate complexity is a key strategic advantage. However, many organizations are trapped in past practices and structures. Breaking through such inertia requires praxis - theory informed practice.

Cognitive Edge has developed a modular training program with four 1-day sessions that allows participants to understand the theory of complexity and how to put it to practice.

Benefits to participants for each 1-day session are:

1. Understanding Complexity - how to make sense of and take action in complex and highly uncertain environments.

2. The Cynefin Framework – learn to distinguish between obvious, complicated, complex, and chaotic challenges and how to lead appropriate situational transitions.

3. The Organisation & Knowledge

– learn to stimulate innovation, build social networks, and engage employees in more effective cross-silo knowledge exchange.

4. The Use of Narrative - integrate at scale the most effective human knowledge and sense-making method… narrative discourse and natural story telling.

The following pages provide a detailed overview.

“This course is all about developing insights that challenge the deeply rooted thinking patterns that have been ingrained by years of conventional thinking from both education and business and management literature.”

Former participant

Supporting facilitators

These courses are lead by Dave Snowden, co-facilitated by experienced Cognitive Edge practitioners, including Michael Cheveldave, Tony Quinlan and Zhen Goh.

1 Day Ticket2 Day Ticket

3 Day Ticket

4 Day Ticket (attend all 4 days)1/2 Day Executive Briefing

Ticket types

CancellationRefunds are subject to a cancellation fee. No refunds within 3 weeks of the training date. Substitutions can be made at any time.

Event Facilitators

Four 1-day courses

UnderstandingComplexity

The CynefinFramework

The Organisation& Knowledge

The Useof Narrative

Course 1 Course 2 Course 3 Course 4

Dave SnowdenFounder and Chief Scientific Officer

Dave Snowden was formerly a Director in the IBM Institute for Knowledge Management where he led programmes on comple-xity and narrative. He is a lea-ding keynote speaker at major conferences around the world and is known for his extensive use of stories to communicate

what would otherwise be difficult concepts.

Dave Snowden has an MBA from Middlesex University and a BA in Philosophy from Lanca-ster University. He teaches on various university programmes throughout the world. He regularly consults at the board level with some of the wor-ld’s largest companies as well as to Government and NGOs.

09:00 - 10:30

Managing risk and uncertainty

Cynefin Framework vs categorisation models

Human decision making, its not about information

Narratives and decision making

11:00 - 12:30

Evidence-based decision making

Balancing evidence against consensus

Culture, knowledge and engagement

Convey complex ideas using anecdotes

13:30 - 15:00

Attractors and boundaries in complex adaptive systems

When it’s chaotic, complicated or just plain simple

Organising to increase resilience and innovation

The use of archetypes to share failure and learning without blame

15:30 - 17:00

Uncertainty and the limitations of measurement

Operational roll-out and use of Cynefin in different environments

Complex facilitation techniques

Using SenseMaker® for research, monitoring and evaluation

Venue and Registration:Venue location and course register can be accessed from Cognitive Edge’s education page here.

Ticket prices vary by course location. Check our education / event page here for current course schedule and pricing.

Session selections can be made after tickets have been purchsed and are subject to availability. You are encouraged to nominate the days you plan on attending soon after purchase.

Understanding complexity The Cynefin frameworkModule 1.1

09.00-10.30Understanding the nature of risk under conditions of uncer-tainty.

The three systems: ordered, complex and chaotic - defined and illustrated.

Understanding the role of modulation in com-plex adaptive systems

Module 1.2

11.00-12.30Overview of micro-nar-rative research and its role in anticipatory awareness.

New approaches to innovation and evi-dence-based decision making.

Sidecasting as a strategic complement to forecasting and backcasting.

Module 1.3

13.30-15.00Discovering & ma-naging the evolutio-nary potential of the present.

Characteristics of complexity, what can be managed and how.

Understanding the management of attrac-tors and boundaries.

Module 1.4

15.30-17.00Decision mapping to understand the natural contours of an organi-sation.

Principles of managing uncertainty and the limitations of measure-ment.

The life cycle of mana-gement ideas, theory and practice.

Module 2.1

09.00-10.30The relationship between complexity theory and other approaches to management.

How to direct a complex system, providing purpose & focus.

Cynefin as a sense-making framework in contrast with categorisation models.

Module 2.2

11.00-12.30Creating Cynefin using micro-narrative approaches to definition.

Other approaches to the creation of Cynefin & fractal management.

Balancing evidence against consensus, the complex domain.

Module 2.3

13.30-15.00The use of chaos for innovation & ‘wisdom of crowds’ based evidence.

Balancing strategic direction with engagement - the role of complication.

Managing simplicity, and the role of bureaucracy.

Module 2.4

15.30-17.00Operational roll-out and use of Cynefin in different environments.

Differences between complexity thinking and systems thinking.

Understanding Cynefin in the wider context of complexity and systems.

sensecategorizerespond

OBVIOUS

COMPLEX

probesense

respond

CHAOTIC

actsense

respond

COMPLICATED

senseanalyzerespond

“The Class was a good mix of theory and practice. The venue Cognitive Edge selected was a great environment. There’s not many classes where I come away feeling that I’ve developed my capabilities further. I did on this class”

Former participant

“The Cynefin model has subtleties and nuances which are not easily accessible to the casual reader. This course is all about developing insights that challenge the deeply rooted thinking patterns that have been ingrained by years of conventional thinking from both education and business and management literature.”

Former participant

UnderstandingComplexity

The CynefinFramework

The Organisation& Knowledge

The Useof Narrative

Course 1 Course 2 Course 3 Course 4Understanding

ComplexityThe CynefinFramework

The Organisation& Knowledge

The Useof Narrative

Course 1 Course 2 Course 3 Course 4

The organisation & knowledge The use of narrative

Module 3.1

09.00-10.30The pattern base of human decision making, its not about information.

Understanding cognitive bias and working with it using sensor networks.

Interact within organisations? Natural limits on team size and capability.

Module 3.2

11.00-12.30What do we know and how do we know it? Mapping knowledge.

The ‘culture’ word, understanding and mapping from different perspectives.

Distributed decision making & whole of workforce engagement.

Module 3.3

13.30-15.00Creating and maintaining social networks within the organisation.

Methods to incentivise innovative team and cross silo behaviour.

New forms of organisation to increase resilience in the face of uncertainty.

Module 3.4

15.30-17.00Large group facilitation contrasted with open space techniques.

The role of human mediated games and simulated learning through failing.

Complex facilitation techniques, enabling emergence for sustainability.

Module 4.1

09.00-10.30Homo narrans, the criticality of narrative to human decision making.

The use of narrative in knowledge management & learning.

Balancing research, with knowledge disclosure & communication.

Module 4.2

11.00-12.30The use of story templates to create effective communication.

How to convey complex ideas using naturally occurring anecdotes.

The use and abuse of narrative in consultancy practice.

Module 4.3

13.30-15.00Archetypes as a means of enabling self-awareness of culture.

Situational archetypes as an approach to conflict resolution.

The use of archetypes to share failure and learning without blame.

Module 4.4

15.30-17.00Principles underlying SenseMaker® and its use in monitoring, risk, innovation, and culture change.

Designing and implementing micronarrative projects using SenseMaker®

New approaches to advocacy & targeting using micro-narratives.

UnderstandingComplexity

The CynefinFramework

The Organisation& Knowledge

The Useof Narrative

Course 1 Course 2 Course 3 Course 4Understanding

ComplexityThe CynefinFramework

The Organisation& Knowledge

The Useof Narrative

Course 1 Course 2 Course 3 Course 4

www.cognitive-edge.com

The Cynefin framework, and its application in managing complexity is at the heart of this training program.

The Academy of Management awarded the Harvard Business Review article, Cynefin & Leadership, the ”Best Practitioner Paper”. Their citation reads:

“This paper introduces an important new perspective that has enormous future value, and does so in a clear way that shows it can be used. The article makes several significant contributions. First, and most importantly, it introduces complexity science to guide managers’ thoughts and actions. Second, it applies this perspective to advance a typology of contexts to help leaders to sort out the wide variety of situations in which they must lead decisions. Third, it advises leaders concerning what actions they should take in response”

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