A632.8.3.RB_FogartyShawn

The Cynefin Framework can benefit decision-making as it allows the leader to identify with the cause and effect within the organizational environment. This can range from human factors to mechanical systems. For my leadership style it is best reflected in both. I work and rely heavily on other people to complete their assigned tasks in order to successfully complete mine. This can be capitalized at time in the simple quadrant where schedules and tasks are outlined in standard operating procedures. It can move in to the complicated guardant easily when the task include several unknowns are involved.
            An example of a complicated quadrant and decision is one I experienced recently. When launching on a mission or time sensitive importance we experienced some significant aircraft systems malfunctions. The knowledge of the systems enables us to identify and isolate the issues and determine a safe course of action to continue the mission. The hydraulic system and electrical systems had a short, resulting in erroneous errors. We isolated the systems involved and were able to continue the mission with minor restrictions. This decision allowed for mission accomplishment, with the lowest amount of risk taken by the crews.
            A second example is one of chaos decision making. My team was launched on an urgent MEDEVAC to rescue two victims of gunshot wounds. As we readied to launch we discovered our brakes would no disengage.  The issue was extremely uncommon. There was not time to trouble shoot the issue and launching without out breaks being operational posed some serious risks. Given the serious nature of the patients we departed from parking directly; this was relatively crazy given the location. Given the circumstances, we operated to the best that we could.
            After assessing the Cynefin Framework I’ve outlined five ways to improve the context for decision making. First, ensure that proper systems are in Place. Leaders can outline within standard operating procedures tasks to be completed and schedules to follow.  Next, acknowledge responsibility and move on. Establish systems to cross monitor and provide clear and direct communication. Third, don’t try to solve all the problems yourself. Consult with others who may be experts within their fields. Decisions are best made with putting smart people together. Fourth, allow for creative ideas and room to grow within the organization. Lastly, do not fixate on facts or problems but allow patterns to emerge and work towards the solutions.