{"id":6068,"date":"2022-11-01T01:27:38","date_gmt":"2022-11-01T00:27:38","guid":{"rendered":"https:\/\/paradigm21.ch\/articles\/cynefin-et-les-modeles-dorganisation-de-la-spirale-dynamique-2-2\/"},"modified":"2025-02-12T17:05:35","modified_gmt":"2025-02-12T16:05:35","slug":"cynefin-and-the-organizational-models-of-spiral-dynamics-2-2","status":"publish","type":"post","link":"https:\/\/paradigm21.ch\/en\/resources\/articles\/cynefin-and-the-organizational-models-of-spiral-dynamics-2-2\/","title":{"rendered":"Cynefin and the organizational models of Spiral Dynamics (2\/2)"},"content":{"rendered":"

This series of two articles explores the fit between the organizational models attributed to the value systems of Spiral Dynamic and each of the five organizational contexts identified by the Cynefin model.<\/strong><\/p>

The first article entitled VICA and the organizational contexts of the Cynefin model<\/strong><\/a> made the connection between the increasing complexity of organizational contexts, the need for evolution according to Spiral Dynamic and the different contexts proposed by the Cynefin model. In the second article Cynefin and the organizational models of Spiral Dynamic<\/strong><\/a>, we explore the detail of the different organizational models that correspond to the value systems<\/em> of Spiral Dynamic and look at which ones are compatible with each context of the Cynefin model. We also connect the Cynefin model with the second tier value systems of Spiral Dynamic. <\/p>

This article is intended for an audience that has a basic knowledge of Spiral Dynamics and an understanding that the value systems (purple, red, blue, orange, green and yellow) each correspond to a type of organizational structure.<\/em><\/p>

Organizational models based on Spiral Dynamics value systems<\/h2>

We have already referred to the value systems (or levels of existence)<\/a> of Spiral Dynamics. We use this approach here to overlay the different types of organizational models that are attached to different value systems of Spiral Dynamics with the organizational contexts of the Cynefin model. <\/p>

\"Cynefin<\/figure><\/div>
  • Obvious + Centralized<\/strong>: while we identified three types of structures and value systems that can function in an “obvious” organizational context, we have chosen to highlight the value system(s) that is most appropriate and most commonly observable for each context. Let\u2019s start with this one:
    • The informal structure<\/strong> with a patriarchal type of leadership: the absence of complicated and complex elements in the environment makes this type of organization very functional. Indeed, the person(s) managing these structures often have the experience and skills to make all decisions centrally. A cultural trait of this structure is that the leaders are trusted because they carry on certain traditions of how things are done in a given field. In this context, decisions are perceived as fair and are respected by the employees. This type of structure corresponds to the purple value system. <\/li><\/ul>We want to mention two other value systems that function in this context, even though they don\u2019t seem like a natural and perfect fit:
      • The autocratic structure<\/strong> with a strong leader that has all the answers and is followed by people. Similarly to the informal structure, because of the future is predictable, a strong leader with the sufficient intelligence and\/or experience can produce achievements that give him\u00b7her an almost guru status that people can trust and follow. This type of structure corresponds to the red value system. <\/li>\n\n
      • The centralized and hierarchical structure<\/strong>: the environment and external elements are predictable; it is therefore relatively easy for a person to exert the power given by the hierarchy and produce reliable results using the controlled structure of a bureaucracy. What makes this structure particularly fit to an obvious context is that the culture that would develop is that there is a right way and a wrong way of doing things. It would be expected that everybody gets in line and follow the rule of the \u201cright way\u201d, which is the way it is done here and there is no room for debating whether that is appropriate, effective, or efficient. This type of structure typically refers to the blue value system and its formal structure. <\/li><\/ul><\/li><\/ul>