Leaders must respond effectively to change. It's important to distinguish between the content of change and its context, as the context dictates the most appropriate response ([[Content and context of change aren't the same thing]]). Complexity can be understood through [[Mental model|Mental models]], like the Cynefin Framework, developed by [[Snowden, Dave|Dave Snowden]] and [[Boone, Mary|Mary Boone]]. This framework helps leaders navigate complex situations by categorizing them into five distinct contexts: Clear, Complicated, Complex, Chaotic, and Confused.  In Clear contexts, where stability and clear causal relationships exist, decisions are straightforward and uncontested. These environments, like order processing and fulfillment, allow for [[Best practice|Best practices]] to be followed easily. Leadership in this context involves sensing, categorizing, and responding based on known methods, with a command-and-control style being the most effective. Delegation, automation, and minimal communication work well here, as disagreements are rare. Clear contexts are the realm of [[Known knowns]]. Complicated contexts involve multiple correct solutions, where causal relationships are clear but not immediately obvious. Leaders must sense, analyze, and respond, often relying on expert knowledge. Unlike Clear contexts, where best practices are obvious, Complicated contexts require exploring several viable options, making [[Good practice|Good practices]] more relevant. However, experts in this domain may suffer from [[Entrained thinking]], resisting innovative ideas from nonexperts. Leaders must balance expert advice with openness to fresh perspectives. Complicated contexts are the realm of [[Known unknowns]]. In Complex contexts, unpredictability prevails, and there are no clear right answers. Unlike Complicated contexts, where expertise and analysis can solve problems, Complex situations are dynamic and evolving, like a forest compared to a car. Here, events can only be understood in hindsight. Leaders should adopt an experimental approach, conducting “safe-to-fail” experiments to allow solutions and patterns to emerge naturally rather than imposing rigid plans. Complex contexts are the realm of [[Unknown unknowns]]. Chaotic contexts are marked by unpredictable and constantly changing causal relationships. Leaders must act swiftly to restore order, focusing on immediate action rather than pattern identification. Once some stability is achieved, emerging patterns can be identified to prevent future crises and explore new opportunities. Communication in these situations must be direct and top-down due to the urgency. In a Confused context, where it’s unclear which of the other four contexts applies, leaders should break the situation into parts, categorize them into one of the four contexts, and then make informed decisions. ![[Quotes#^d815e8]]