2 Decision Models of the Cynefin Framework The Cynefin Framework sorts or classifies the problems facing leaders in five contexts based on the nature of the relationship between cause and effect. In four of these contexts – simple, complicated, complex and chaotic – leaders should diagnose situations and act in contextually appropriate ways. The fifth context, disorder, applies when it is unclear which of the other four contexts is predominant. The following is a complete overview of the framework: 2.1 Simple (or known) contexts: the domain of best practices Here, contexts are characterized by stability; cause and effect relationships are clear and mostly linear, empirical and agreed upon. Often the right answer is undisputed and obvious. It is the domain of the “knowns”, decision making is easy because all parties involved share an understanding. An evidence-based, best practice approach is generally accepted and produces predictable results. This is the field of efficient delivery systems, which use standard procedures (SOPs) and manuals to achieve expected milestones. Structured techniques and processes are desirable and often mandatory. In this context, the appropriate decision-making model is to "perceive" incoming information, "categorize" it and then "respond". An appropriate management model structure for this domain is top-down control by a central manager. Team members may be weakly interconnected. The appropriate team function usually takes the form of coordination. 2.2 Complicated (or knowable) contexts - The domain of experts In this ordered domain, relationships between cause and effect exist but separated in time and space and not fully understood. The complicated context contains multiple answers. Yields... half the paper... the solution. The solution is instead to develop richer and more complex processes to accomplish leadership tasks. Project managers facing a complex challenge should focus on how to set direction for the team, create alignment among them and generate their commitment, and ignore how many people are or are not leaders. Putting leadership task accomplishment at the center of leadership raises new questions: What are the barriers or obstacles that project managers should eliminate to establish clear direction, create effective alignment, and generate solid commitment? What resources exist in the organization that project managers could draw on to create direction, alignment, and commitment as a complex challenge is addressed? Answering these types of questions can help organizations avoid traditional distributed leadership problems