This model shows a nascent version of the current version of Cynefin

This is Rosetta Stone Store a pragmatic model, and tries to get people into the idea that they capabilities and objectives may not match up, along with the idea that informal networks and communities may provide a new way of handling uncertainty. It also contains what became a key feature of later writing, namely the a priori limitation of what expert knowledge can achieve. It put me at odds with a lot of the dominant thinking within knowledge management at the time which emphasised collecting experts in communities of practice.So all of this stuff was swilling about in my mind and then one day (I think at Warwick University) it all came together and I drew the basic Cynefin shapes of four curved lines with the squiggle at the bottom. In effect I too the planar shape of part two, mixed it up with the various matrix models and created something very different with far more potential. There is one more element needed to complete the picture. By now I was in IBM and various attempts were being made to match what I did with others The problem here is that thought leaders don't really mix well, each have their own ideas and they are reluctant to Rosetta Stone Language accept challenge (this is commentary and confession by the way). In a meeting at the Hawthorn Labs I was introduced to Stephen Haeckel whose Adaptive Enterprise, creating and leading the sense-and respond organizations had created a following within IBM. Now we had an interesting debate, and as I remember it Cynthia's then managers were present. I liked Stephen (and still like although I have not seen him in years) but we had some significant disagreements. Well I did, Stephen could not see why I was drawing a distinction between knowable and unknowable systems. I realise now was a debate that would happen again and again, between a proponent of complexity and someone writing and thinking in the tradition of systems dynamics. For Stephen it was sense-respond with an underlying assumption that it was possible to manage an organisation on that basis. For me it was just a marginal improvement on the process engineering that dominated that period, and it wasn't radical enough.Eventually, frustrated and drew the Cynefin model on the wall and created for the first time the four decision models: Known: Sense-categorise-respond Knowable: Sense-analyise-respond Unknowable, complex: probe-sense-respond Unknowable, chaotic: act-sense-respondMy point was that Rosetta Stone Arabic Stephen's model would only work in the known or the knowable, and he was assuming an analytical and model based approach would allow the sense-respond organisation to be built, it was an engineering approach in contrast with my ecological one. It was an important step, but more was to follow.