The Cynefin Practitioner
CYNAsks which kind of situation each chapter points at — Clear, Complicated, Complex, Chaotic — and reads wu wei as governing the Complex.
The line I sit with is “the great Way is very smooth and level, yet people love the by-paths.” That is the whole chapter, and it is a diagnosis I have watched land in a dozen rooms. The broad road is the unglamorous thing that actually works — and it gets abandoned for the by-path precisely because the by-path looks like expertise. A shortcut signals cleverness; a clear, level road signals that anyone could have walked it, so no one gets credit.
What I keep naming for clients is the cardinal Cynefin error: treating a Complex situation — one where cause and effect only cohere in hindsight — as if it were merely Complicated, solvable by a smart enough scheme. The by-path is that scheme. The “swept immaculate” court beside the weed-choked fields is what it looks like when leadership optimises the part it can see and control (the visible centre) while the system it depends on starves. The dashboard is spotless; the territory is failing.
And the chapter is merciless about motive. It does not call this incompetence. It calls it “the swagger of robbery” — the embroidery, the sharp sword, the surplus. The detour is not an honest mistake; it is extraction dressed as governance. What this changes for me is the question I walk in with. Not “is this plan clever enough?” but “who is the gleaming centre starving?” When the road is this plain, an elaborate alternative is itself the warning sign.