In his dual roles as an administrative executive and spokesperson for the police department, Deputy Chief Walter Gasior suddenly had to cope with several different situations at once. In January 1993, a gunman murdered seven people in a fast-food restaurant in Palatine, a suburb of Chicago. Leaders can then make decisions and intervene in contextually appropriate ways. The way out is to break the situation into its constituent parts and assign each to one of the other four realms. The fifth context, disorder, applies when it is unclear which of the other four contexts is predominant. In this domain, a leader must first act to establish order, sense where stability is present, and then work to transform the situation from chaos to complexity. This is the realm of unknowables (the events of September 11, 2001, fall into this category). The relationships between cause and effect are impossible to determine because they shift constantly and no manageable patterns exist. In a chaotic context, searching for right answers is pointless. Leaders in this context need to probe first, then sense, and then respond. This is the realm of “unknown unknowns,” where much of contemporary business operates.
In a complex context, right answers can’t be ferreted out at all rather, instructive patterns emerge if the leader conducts experiments that can safely fail.
This is the realm of “known unknowns.” Here, leaders must sense, analyze, and respond. In this realm of “known knowns,” leaders must first assess the facts of a situation-that is, “sense” it-then categorize and respond to it.Ĭomplicated contexts may contain multiple right answers, and though there is a clear relationship between cause and effect, not everyone can see it. Simple contexts are characterized by stability and cause-and-effect relationships that are clear to everyone. The result is the Cynefin framework, which helps executives sort issues into five contexts: Snowden and Boone have formed a new perspective on leadership and decision making that’s based on complexity science. Before addressing a situation, leaders need to recognize which context governs it-and tailor their actions accordingly. This ultrasafe sodium metal-free, solid-state sodium-ion battery (SSSIB) displays an impressive cycling performance.Many executives are surprised when previously successful leadership approaches fail in new situations, but different contexts call for different kinds of responses. Furthermore, the safety was boosted using Sn 4P as the high-capacity anode active material and Na 3V 2(PO 4) 3 (NVP) as the cathode active material. This GCE possesses an enhanced conductivity (4.0 × 10 –5 S cm –1 at 30 ☌) and a reduced interfacial resistance. The outer layer contains a low concentration of ceramic filler to improve interfacial contact, and the central layer contains a high concentration of ceramic filler to inhibit dendrite penetration. To alleviate interfacial resistance further, a gradient composite electrolyte (GCE) using a Sc, Ge-doped Na 3Zr 2Si 2PO 12 (NZSP) as the ceramic filler and poly(ethylene oxide) (PEO) as the polymer matrix is proposed. But the increased ceramic filler mass fraction decreases the flexibility, which increases the interfacial resistance. Composite electrolytes (CE) combining a ceramic filler and a polymer matrix is an effective way to enhance battery safety.