up:: [[Constraints]] > [!CITE] Constraint Mapping page from Cynefin Wiki > Cynefin.io (2022) *Constraint mapping*. Availabe at: https://cynefin.io/wiki/Constraint_mapping (Accessed: 15/12/2023). This [wiki page from Cynefin.io](https://cynefin.io/wiki/Constraint_mapping) describes the background to constraints mapping. The original idea for using [[Constraints]] in [[The Cynefin Framework]] came from the work of [[@Alicia Juarrero]]. Which is uses to define the various domains (i.e., complex, complicated, clear, chaotic). Constraint mapping and the associated [[A Typology of Constraints|typology of constraints]] is a central method of [[The Cynefin Framework]], that helps leaders navigate complexity by surfacing the things from their context that can be managed. ## Three reasons to map constraints 1. Constraints are the things in a complex system you can manage. Once constraints are mapped, decision-making and subsequent action is more effective. 2. Mapping constraints helps to keep distance between situation assessment and decision-making. It avoids the need for the those who describe the problem to control the solution > [!quote] > Humans make decision on actions based on a first-fit pattern match based on recent experience, followed by post hoc use of situational assessment to justify the decision already made. 3. Mapping [[Boundaries|Containers]] creates and understanding of what things are possible, or impossible. These [[Possibility Spaces]] can then be populated with system parts to generate ideas, or "imagined future states". ## A typology of constraints Generally speaking constraint either contain, connect, or exert a force, and can be robust or resilient in nature. The following table further delineates the typology and provides examples (re-create from the source): | | Robust | | | Resilient | | | | ---- | ---- | ---- | ---- | ---- | ---- | ---- | | | Rigid/Fixed | Elastic | Tethers | Permeable | Phase Shifts | Dark | | Containers | Seawalls | Family | Fixed operating budgets | Salt marshes | Case law | Cultural taboos | | Connections | Queen and subjects | Manager and team member | Police officer and speeding driver | Team member to team member | Marriage | | | Force | | | | | | | > [!info] Dark Constraints > Dark constraints exert a force that we can detect but can't trace back. ### Robust constraints Robust constraints can be either Rigid or Governing (based on degrees of flexibility or discretion), and survive by becoming stronger and more entrenched. They're [[Context-free Constraints]], that apply to everything regardless of context. Importantly, when they fail, they fail catastrophically! #### Rigid or fixed constraints Are clearly defined, visible and enforced. Their advantage is certainty, and their disadvantage is sudden catastrophic failure when their limits are reached. #### Elastic constraints As the name suggests, elastic constraints have the benefit of adapting to a certain amount of change. Because of this they can give a false sense of security; however, they still fail. #### Tethers Provide a backstop, and can act as fail-safes; coming into play when certain the thresholds are met. The danger with tethers is the damage--to both object and tether--experienced when they snap into effect (think seat belt and whiplash). ### Resilient Constraints Resilient constraints are also referred to as enabling, that are designed to encourage agency. They survive by adapting and changing, maintaining continuity of identity over time. They're [[Context-sensitive Constraints]], e.g., guidelines or [[Heuristics]], rather than rules. Before they fail there is normally some warning, or the impact is small. #### Permeable (conditional for connections) Are a contingent constraint, in that some things can get through while other can't e.g., where rules can be broken in specific cases, subject to certain [[Heuristics]]. #### Mutating (phase shifts) Change over time, and you can see their evolutionary pattern. Cased-based law is a good example, however, these constraints are rarely used by organisations. #### Dark constraints Are like dark (or dark energy), you know they're there but can't see them. They're inferred. Aspects of organisation culture exhibit this kind of behaviour e.g., cultural taboos, rituals. They're prevalent in modern organisations, are a complex system in their own right, and only knowable through interaction. ###### Related left:: [[Dynamics in Action by Alicia Juarrero]]