Complex Domain (Cynefin Framework)
The Complex domain of the Cynefin framework describes situations where cause and effect are only apparent in retrospect, and outcomes emerge unpredictably. Innovation and new products often arise from embracing this uncertainty, as illustrated by the pivot from failed games to successful platforms like Flickr and Slack.
THE IDEA
The Complex
In 2002 a company called Ludicorp was developing an online multiplayer game “Game Neverending.” Part of the tooling of the game allowed players to share images with each other. The game was eventually cancelled, but Ludicorp continued to develop the tools. They eventually repurposed them in 2004, launching Flickr, the photo-sharing site. Another attempt was made to create a similar game, this time under the name “Glitch.” Again, the game was abandoned. This time the original tools to allow administrators to talk to each other behind the scenes were repurposed, becoming the messaging service Slack.
Stewart Butterfield, Founder of both projects, said, “The bad news is that they’re close to impossible to replicate... if you started with the intent to build a failed massively multiplayer game, you may not end up with a product like this.” (1) Their success is correlated in retrospect, but could not possibly have been predicted or designed for – a major aspect of the Cynefin Framework Complex domain.
Even when software doesn’t pivot so massively, it often shows some emergent aspects existing in the liminal complex / complicated space. I often hear business people reflect on what they see with terms that signify that emergence. “Ah, that’s not quite what I was expecting. That’s not going to work, is it?”
Complexity is the domain of innovation, and the desire for something new drives all software efforts. After all, nobody in technology wants to spend money getting something they’ve already got.
By helping development teams focus on getting feedback quickly – through “spikes,” prototypes and proofs of concept – and encouraging them to develop safety nets like good rollback practices and phoenix servers (ready to spring from the ashes of any failure), we can begin to embrace that uncertainty, and the value of Agile practices becomes more apparent.
When to use it
When developing a new product or feature with uncertain market demand, use small experiments and prototypes to probe the complex space.
In innovation sprints or hackathons, encourage teams to explore wild ideas without a fixed target, knowing that valuable outcomes may emerge.
When a project seems to be failing, consider whether the underlying tools or insights could be repurposed for a different, more valuable application.
Adopt Agile practices like frequent retrospectives and iterative development to learn from emergent patterns.
FROM THEORY TO EVERYDAY LIFE
In practice
Flickr and Slack: From Failed Games to Success
Ludicorp developed a game that was cancelled, but the image-sharing tools became Flickr. Later, a similar game failed and the internal communication tools became Slack. Unpredictable emergent outcomes in the Complex domain can lead to breakthrough products.
A MOMENT TO REFLECT
Put it to work.
Think of a project where the final outcome was very different from the initial plan. What emergent factors contributed to that change?
How can you design your current work to allow for unexpected, valuable directions to emerge?
What safety nets or feedback loops could you put in place to embrace uncertainty rather than fight it?
Often confused with
CONTINUE THE CONVERSATION
Source texts
- Cynefin - Weaving Sense-Making into the Fabric of Our World ED02 (Dave Snowden Sonja Blignaut Zhen Goh)