The Stacey Complexity Model, also called the Cynefin framework, is a way to make sense of things. It was created in the early 2000s by David Snowden and Cynthia Kurtz. It divides problem-solving topics into five groups based on how hard they are: simple, complicated, complex, chaotic, and disorder.
- Simple: In this field, cause-and-effect relationships are clear and predictable, and there are best practices and set processes to follow. Applying known rules or practices can help figure out what to do. This domain is good for jobs that are done over and over and need simple decisions.
- Complicated: In this area, there are more than one way to do something, and the best one can only be found by using knowledge and analysis. There are experts or professionals who can help, but they may see the problem from different points of view. This domain is good for jobs that need knowledge and research, like solving technical problems.
- Complex: In this area, it’s not clear what causes what and what the results will be. The only way to find solutions is to try things out and learn from them, and there needs to be constant feedback and change. This domain is good for jobs that need creativity, new ideas, and flexible ways of doing things, like coming up with new products or dealing with difficult organizational problems.
- Chaotic: There is no clear link between causes and effects in this area, and the situation is very unpredictable and changes quickly. We need to act quickly to stop the chaos and get things back in order. Once things are back to normal, the problem can be moved to a better area for more analysis and action.
- Disorder: This domain is a state of confusion where it is not clear which of the other domains the problem goes to. It shows that the person doesn’t understand or can’t figure out how hard the problem is.
There are many ways to use the Stacey Complexity Model. It is often used in organizational and leadership settings to help leaders understand and make sense of events that are hard to understand. It can be used to help with making decisions, solving problems, and making plans for the future by figuring out the right topic and using the right method for the level of complexity. The model can also be used in project management, innovation, and change management to come up with the best way to help a situation based on how complicated it is.
One benefit of the Stacey Complexity Model is that it gives leaders and teams a useful way to understand and deal with complexity. This can help them make better decisions. It recognizes that different problems need different ways of solving them, and it supports flexible thinking and experimenting in areas that are complicated and chaotic. It also helps to avoid a “one-size-fits-all” approach and encourages a more nuanced understanding of complicated issues.
But there are also some problems with the plan. Some people might think it’s too simple, since real-world problems don’t always fit nicely into single categories and can have many sides. It may also take a certain amount of knowledge and experience to figure out the difficulty level of a problem, which can be hard for practitioners who haven’t done it before. Also, the model doesn’t tell you exactly how to solve problems in each area. Instead, it’s up to the users to figure out what to do based on their situation and past experience.
In conclusion, the Stacey Complexity Model is a way to make sense of complicated problems. It helps leaders and teams understand and deal with them. It can be used in different ways in organizational and leadership settings, and one of its benefits is that it gives you a useful way to deal with complexity. But it also has some limits, and people who use it should think critically and understand the situation.