Cynefin // is a Welsh word, which as a noun means "haunt, usual abode" or "habitat" and as an adjective "customary, habitual, familiar, usual, ordinary". The term was chosen by the Welsh scholar Dave Snowden to describe a perspective on the evolutionary nature of complex systems, including their inherent uncertainty ("The Cynefin framework").
The framework provides a typology of contexts that guides what sort of explanations or solutions might apply. It draws on research into complex adaptive systems theory, cognitive science, anthropology, and narrative patterns, as well as evolutionary psychology, to describe problems, situations, and systems. It "explores the relationship between man, experience, and context" and proposes new approaches to communication, decision-making, policy-making, and knowledge management in complex social environments.
Meaning of the word
Snowden defines cynefin as the state of being influenced by multiple pasts of which we can only be partly aware: cultural, religious, geographic, tribal, etc. “It describes that relationship: the place of your birth and of your upbringing, the environment in which you live and to which you are naturally acclimatised.”  or knowledge and sense of place that is passed down the generations. Cynefin has been linked to the Maori Tūrangawaewae which means a place to stand. 
Description of the framework
The Cynefin framework has five domains. The first four domains are:
- Obvious - replacing the previously used terminology Simple from early 2014 - in which the relationship between cause and effect is obvious to all, the approach is to Sense - Categorise - Respond and we can apply best practice.
- Complicated, in which the relationship between cause and effect requires analysis or some other form of investigation and/or the application of expert knowledge, the approach is to Sense - Analyze - Respond and we can apply good practice.
- Complex, in which the relationship between cause and effect can only be perceived in retrospect, but not in advance, the approach is to Probe - Sense - Respond and we can sense emergent practice.
- Chaotic, in which there is no relationship between cause and effect at systems level, the approach is to Act - Sense - Respond and we can discover novel practice.
The fifth domain is Disorder, which is the state of not knowing what type of causality exists, in which state people will revert to their own comfort zone in making a decision. In full use, the Cynefin framework has sub-domains, and the boundary between obvious and chaotic is seen as a catastrophic one: complacency leads to failure.
The work of Snowden and his team was initially in the areas of knowledge management, cultural change, and community dynamics. It subsequently became also concerned with some critical business issues, such as product development, market creation, and branding. Their work has also involved issues of organizational strategy and national security.
Others have used the Cynefin framework for such purpose as analysing policymaking within the George W. Bush administration and the impact of religion in that process, the nature of response to bioterrorism, as well as aspects of measurement in the British National Health Service. It has also been used for the retrospective study of emergency situations, the management of food chain risks, and to study the interaction between civilians and military during disaster control, as well as recognition of question patterns from citizens requests by (social) service organizations. Most recently it has been extended to cover software development within Agile.
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- O'Neill, Louisa-Jayne. 2004. Faith and decision-making in the Bush presidency: The God elephant in the middle of America's livingroom. Emergence: Complexity and Organisation. Vol. 6, No. 1/2, pp. 149–156.
- Otten, Jan (2006). Civiel-militaire samenwerking bij crisisbeheersing, Carré, 29 (11-12), pp. 32–34.
- Shepherd, Richard. Barker, Gary. French, Simon. Hart, Andy. Maule, John. Cassidy, Angela. 2006. Managing Food Chain Risks: Integrating Technical and Stakeholder Perspectives on Uncertainty. Journal of Agricultural Economics. Volume 57, Issue 2, pp. 313–327.
- Snowden, D (2000). "The social ecology of knowledge management", in Despres, C and Chauvel, D (Eds), Knowledge Horizons: The Present and the Promise of Knowledge Management, Butterworth-Heinemann: Oxford, 237-265.
- Snowden, D (2005) "Strategy in the context of uncertainty", Handbook of Business Strategy, Vol. 6 Iss: 1, pp. 47 – 54
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- Snowden, D (2006). Perspectives Around Emergent Connectivity, Sense-Making and Asymmetric Threat Management. Public Money & Management, Volume 26 Issue 5, pp. 275–277.
- Snowden, D.J. Boone, M. 2007. "A Leader's Framework for Decision Making". Harvard Business Review, November 2007, pp. 69–76.
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