In this paper, we challenge the universality of three basic assumptions prevalent in organizational decision support and strategy: assumptions of order, of rational choice, and of intent. We describe the Cynefin framework, a sense-making device we have developed to help people make sense of the complexities made visible by the relaxation of these assumptions. The Cynefin framework is derived from several years of action research into the use of narrative and complexity theory in organizational knowledge exchange, decision-making, strategy, and policy-making. The framework is explained, its conceptual underpinnings are outlined, and its use in group sense-making and discourse is described. Finally, the consequences of relaxing the three basic assumptions, using the Cynefin framework as a mechanism, are considered.Over the past several years, our group has been conducting a program of disruptive action research using the methods of narrative and complexity theory to address critical business issues. 1 Action research has been defined as grounding theory in contextual exploration, emphasizing participation, and embracing change.We started work in the areas of knowledge management, cultural change and community dynamics, then expanded into product development, market creation and branding, and in recent years have been working increasingly in the area of national and organizational strategy. Some of this work has been directly funded by the U.S. government through DARPA (Defense Advanced Research Project Agency) as well as by other government agencies (in particular in Singapore) which are interested in new approaches to supporting policy-making. The central element of our approach is the Cynefin framework for sense-making. In this paper we describe the framework and its conceptual basis, and we detail some of its uses for sense-making to support decisionmaking in varied dynamical contexts.Conceptual approach. We begin by questioning the universality of three basic assumptions that pervade the practice and to a lesser degree the theory of decision-making and policy formulation in organizations. These are:The assumption of order: that there are underlying relationships between cause and effect in human interactions and markets, which are capable of discovery and empirical verification. In consequence, it is possible to produce prescriptive and predictive models and design interventions that allow us to achieve goals. This implies that an understanding of the causal links in past behavior allows us to define "best practice" for future behavior. It also implies that there must be a right or ideal way of doing things.The assumption of rational choice: that faced with a choice between one or more alternatives, human ac-

We are reaching the end of the second generation of knowledge management, with its focus on tacit-explicit knowledge conversion. Triggered by the SECI model of Nonaka, it replaced a first generation focus on timely information provision for decision support and in support of BPR initiatives. Like BPR it has substantially failed to deliver on its promised benefits. The third generation requires the clear separation of context, narrative and content management and challenges the orthodoxy of scientific management. Complex adaptive systems theory is used to create a sense-making model that utilises selforganising capabilities of the informal communities and identifies a natural flow model of knowledge creation, disruption and utilisation. However, the argument from nature of many complexity thinkers is rejected given the human capability to create order and predictability through collective and individual acts of freewill. Knowledge is seen paradoxically, as both a thing and a flow requiring diverse management approaches. Electronic accessThe current issue and full text archive of this journal is available at

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There is growing interest in studying processes of human sensemaking, as this strongly influences human and organizational behavior as well as complex system dynamics due to the diverse lenses people use to interpret and act in the world. The Cognitive Edge SenseMaker® tool is one method for capturing and making sense of people’s attitudes, perceptions, and experiences. It is used for monitoring and evaluation; mapping ideas, mind-sets, and attitudes; and detecting trends and weak signals. However, academic literature describing the tool-set and method is lacking. This introduction aims to guide researchers in choosing when to use SenseMaker and to facilitate understanding of its execution and limitations. SenseMaker can provide nuanced insight into system-level patterns of human sensemaking that can provide insight to nudge systems towards more desirable futures, and enable researchers to measure beyond what they know.