October 31, 2026 · Knowledge Management Made Simple
Imagine someone solving every problem with a hammer.
Broken chair? Hammer!
Computer error? Hammer!
Unhappy customer? Maybe not the hammer.
Dave Snowden developed the Cynefin framework to explain why different situations require different approaches.
Let’s explore three funny examples.
1. The Door That Wouldn’t Open
Pavel tries to open a door.
He pushes.
He pushes harder.
Nothing happens.
Oxana looks at the sign.
“PULL.”
Pavel pulls.
The door opens.
“Amazing! Advanced engineering!”
What did we learn?
This is a clear problem. The answer is obvious once we recognise the situation. Follow a known procedure.
2. The Cake That Refused to Rise
Oxana bakes a cake.
It comes out completely flat.
Pavel examines it.
“Perhaps it’s a new kind of pancake?”
They check the recipe, ingredients and oven temperature.
An experienced baker helps them identify the problem.
What did we learn?
This is a complicated problem. The answer can be found through analysis and expertise.
3. The Bookshop Nobody Understood
Pavel opens a bookshop.
He predicts that everyone will buy adventure books.
Nobody does.
Oxana suggests trying different displays and asking customers what they enjoy.
They test several ideas.
Surprisingly, gardening books become popular.
“Wonderful!” says Pavel. “Apparently, everyone wants to grow potatoes.”
What did we learn?
This illustrates a complex situation. Customer behaviour is difficult to predict. Small experiments help reveal useful patterns.
The Big Idea
The Cynefin framework distinguishes five contexts:
- Clear: Follow established practices.
- Complicated: Analyse and consult experts.
- Complex: Experiment, observe and adapt.
- Chaotic: Act immediately to establish order.
- Confused: First determine what kind of situation you’re facing.
Why This Matters for Knowledge Management
A knowledge system should help us recognise when an existing instruction is sufficient, when expertise is needed and when we must learn through experimentation.
What About Artificial Intelligence?
AI can suggest solutions and retrieve previous experiences.
But the right approach depends on understanding the problem’s context, not simply finding a similar answer.
As Snowden and Mary Boone wrote:
“Wise executives tailor their approach to fit the complexity of the circumstances they face.”
David J. Snowden and Mary E. Boone, A Leader’s Framework for Decision Making, Harvard Business Review, November 2007.
The takeaway: Before choosing a solution, understand what kind of problem you’re solving.
Because a hammer is excellent for nails.
But terrible for customer relationships.
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