Dr. Richard Winters

And you can think in all of our organizations, you know, like a tornado rips through town and all of a sudden our supply chain is cut off. You can't bring people together to have a kind of a kumbaya about what to do moving forward. You can't put together task forces. A leader needs to step up. And so during those times, the leader has incomplete information.

And you can think in all of our organizations, you know, like a tornado rips through town and all of a sudden our supply chain is cut off. You can't bring people together to have a kind of a kumbaya about what to do moving forward. You can't put together task forces. A leader needs to step up. And so during those times, the leader has incomplete information.

And you can think in all of our organizations, you know, like a tornado rips through town and all of a sudden our supply chain is cut off. You can't bring people together to have a kind of a kumbaya about what to do moving forward. You can't put together task forces. A leader needs to step up. And so during those times, the leader has incomplete information.

No one knows all the information and what the possible outcomes are. But those are the times when the leader has to kind of use some of their expertise and then project out what they think might be happening in the future, kind of role play, and just make decisions. So now you have a leader who's making decisions based on missions and values. You have a leader who steps up during crisis.

No one knows all the information and what the possible outcomes are. But those are the times when the leader has to kind of use some of their expertise and then project out what they think might be happening in the future, kind of role play, and just make decisions. So now you have a leader who's making decisions based on missions and values. You have a leader who steps up during crisis.

No one knows all the information and what the possible outcomes are. But those are the times when the leader has to kind of use some of their expertise and then project out what they think might be happening in the future, kind of role play, and just make decisions. So now you have a leader who's making decisions based on missions and values. You have a leader who steps up during crisis.

And then I think a lot of the other times, it's the leader kind of supervising and getting experts and other leaders involved to be able to bring groups together to make decisions. more decisions more effectively.

And then I think a lot of the other times, it's the leader kind of supervising and getting experts and other leaders involved to be able to bring groups together to make decisions. more decisions more effectively.

And then I think a lot of the other times, it's the leader kind of supervising and getting experts and other leaders involved to be able to bring groups together to make decisions. more decisions more effectively.

Yeah, and so that's the Kenevan framework. That is really the figuring out whether something is clear, complicated, complex, or chaotic. And as we get groups then together to understand that sort of situation, then we can start to approach things in decisions that are better. Like we've mapped out, okay, this is a complicated decision. Let's give it to the expert. This is a complex decision.

Yeah, and so that's the Kenevan framework. That is really the figuring out whether something is clear, complicated, complex, or chaotic. And as we get groups then together to understand that sort of situation, then we can start to approach things in decisions that are better. Like we've mapped out, okay, this is a complicated decision. Let's give it to the expert. This is a complex decision.

Yeah, and so that's the Kenevan framework. That is really the figuring out whether something is clear, complicated, complex, or chaotic. And as we get groups then together to understand that sort of situation, then we can start to approach things in decisions that are better. Like we've mapped out, okay, this is a complicated decision. Let's give it to the expert. This is a complex decision.

Let's get a group of people together and develop some shared reality around this decision before we start to think about what are the options we might choose and then how we're actually going to move forward.

Let's get a group of people together and develop some shared reality around this decision before we start to think about what are the options we might choose and then how we're actually going to move forward.

Let's get a group of people together and develop some shared reality around this decision before we start to think about what are the options we might choose and then how we're actually going to move forward.

Yeah, otherwise we're just reacting and not being effective.

Yeah, otherwise we're just reacting and not being effective.

Yeah, otherwise we're just reacting and not being effective.

Yeah, totally. I mean, there's this cartoon that I love and it's a cartoon that is of a rhino that's an artist and it's painting on this canvas. And it's painting these beautiful scenes, you know, like the Serengeti and the forest and the mountains. And in each of these paintings on the canvas is this huge rhino horn in the center of it. And the rhino is stepping back so proud of these paintings.

Yeah, totally. I mean, there's this cartoon that I love and it's a cartoon that is of a rhino that's an artist and it's painting on this canvas. And it's painting these beautiful scenes, you know, like the Serengeti and the forest and the mountains. And in each of these paintings on the canvas is this huge rhino horn in the center of it. And the rhino is stepping back so proud of these paintings.