Comprehensive and Detailed In-Depth Explanation:

The Cynefin framework by Dave Snowden, integrated into the APMG Change Management

Foundation, categorizes decision-making contexts to guide change approaches. The question

describes a scenario with stability and clear cause-and-effect, so let’s explore this with exhaustive

depth, covering the framework’s domains, their characteristics, practical applications, and

theoretical grounding:

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Cynefin Overview: Cynefin (pronounced "kuh-nev-in") offers five domains—Simple,

Complicated, Complex, Chaotic, and Disorder—to classify situations based on predictability and

complexity. Each dictates a change strategy (e.g., best practice, analysis, experimentation). The

APMG uses this to match interventions to context.

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Option A: Simple

o

Definition: Previously called “Obvious,” this domain features stable, predictable

environments where cause-and-effect is clear and universally understood. Problems have known

solutions (e.g., “if X, then Y”).

o

Characteristics: Rules-based, repeatable processes; minimal uncertainty.

o

Change Example: Updating a payroll system with a standard software patch—installing it

reliably fixes issues because the process is well-documented and stable.

o

Fit with Question : “Stable and well understood” matches perfectly, as does “clear cause-and-

effect.” The APMG cites Simple contexts as requiring straightforward “sense-categorize-respond”

approaches (e.g., follow a checklist).

o

Conclusion: Correct answer.

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Option B: Multifaceted

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Clarification: Likely intended as “Complicated” (a typo, as Multifaceted isn’t a Cynefin term).

Complicated involves multiple variables, but cause-and-effect is still discernible with expertise (e.g.,

engineering a bridge).

o

Analysis: Less stable than Simple due to analysis needs; not “well understood” by all—only

experts grasp it. APMG notes “sense-analyze-respond” here, not immediate clarity, so it’s incorrect.

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Option C: Complex

o

Definition: Unpredictable, with emergent patterns; cause-and-effect is only clear in hindsight

(e.g., organizational culture change).

o

Analysis: Far from stable—requires experimentation (“probe-sense-respond”). The

question’s clarity and stability rule this out. Example: Rolling out a new strategy with unknown

outcomes.

•

Option D: Chaotic

o

Definition: High turbulence; no clear cause-and-effect (e.g., crisis response).

o

Analysis: Opposite of stable—demands immediate action (“act-sense-respond”). Irrelevant

here.

•

Deep Reasoning: Simple contexts are linear and transparent, like fixing a printer jam (push

button, paper releases). APMG contrasts this with Complex (e.g., market shifts), where stability is

absent. The question’s descriptors exclude all but Simple.

•

Practical Implication: In a Simple change, managers apply best practices without

overcomplicating, per APMG guidance.

Reference: APMG Change Management Foundation, Chapter 2 – Change and the Organization,

Cynefin Framework section.