Cynefin Network

This is the core of the Cynefin framework as developed by Dave Snowden. Five domains of decision making. Broadly speaking ™the framework offers a categorization for separating the different kinds of decisions that can be made, and the differing approaches required for each. The following is gleaned through pouring over the cognitive-edge website, reading through articles like this one, and watching the excellent videos Dave has online.
Simple issues: A relationship between cause and effect is observable. A thing can be easily categorized, and established best practice applied. See what's coming in. Make it fit a category. Make a decision. This is a "best practice".
Complicated issues: There is a right answer, but it isn't obvious. There is need to analyze. Several different ways of doing things, all of which are legitimate if you have the right expertise. This is a 'good practice'. See what's coming. Analyze towards a solution (perhaps by contacting an expert). Make a decision.
Complex Issues: No connection between cause and effect. Safe fail experiments. If an experiment succeeds, it gets amplified. If it fails it gets dampened. Amplification and Dampening should be predetermined. Try something. See what happens. Amplify or dampen.
Chaotic Issues: Move very quickly to stabilize the situation. Any practice will be novel.
Disorder: Is the space of not knowing which of the domains we're in. In this space people tend to fall back on their preferences for action. For the bureaucrat (simple domain) all failures are a failure of process. For the Deep expert (complicated domain), all failures are a failure of time and resources for research. For complexity workers (complex domain) all things require a large amount of resources/opinions/concepts to be brought to bear to search for a solution. For totalitarians (chaotic domain), everything is chaotic, and all decisions should be made directly by them, and immediately acted upon.