ITIL® 4 Specialist:

High Velocity IT (HVIT)

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High Velocity IT Approaches
 Learning Objectives

By the end of this lesson, you will be able to:

Outline the key characteristics of HVIT approaches

List the key behavior patterns that reflect organizational needs

Explore the models and concepts of HVIT culture

Key Characteristics of High Velocity IT
 Characteristics of High Velocity IT

There are four dominant characteristics in common high velocity IT approaches.

When used together, they lead to the co-creation of value.

Figure 2.7 Key characteristics of HVIT

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 Benefits of HVIT Characteristics

Characteristic Benefits

Lean HVIT environments benefit from lean characteristics due to the pressure on time to market
and time to customer.

Agile Approaches with agile characteristics are important for HVIT environments because digital
products and services have to be developed in response to changeable market demands.

Resilient The systems that support HVIT environments are complex and error-prone. Approaches
with resilient characteristics minimize the effect of incidents by degrading systems gradually
and restoring services quickly.

Continuous Approaches with continuous characteristics standardize and automate processes for
integrating, building, testing, and shipping code, thereby creating the availability of digital
products and services.

Table 2.2 Key characteristics of high velocity IT

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 HVIT Characteristics

Value is realized only when the user actually uses the digital products and services.

An approach that uses all four characteristics will help the service provider ensure that the consumer
achieves the desired outcomes.
 HVIT Characteristics

These characteristics together help fulfill the higher demands that digitally-enabled organizations place
on IT. They contribute to:

The quick and Keeping the Ensuring that

Planning the right service consumers
reliable products and
investments in realize value by
development and services
digital products using them
deployment of operational
and services effectively
products and
services
Lean
 Lean: Small Batch Sizes

Approaches with lean characteristics focus on breaking down large pieces of work into smaller batches.

A short lead time is the best predictor of quality, customer satisfaction, and employee happiness.
 Lean: Small Batch Sizes

• Is one of the best predictors of short lead

times
• Reduces disruptive effect of changes on
product and operational systems
Small batch size • Increases frequency of changes
• Improves organization’s ability to change
• Reduces organizational tension between fast
development and resilient operations
 Lean: Reduce Work in Progress

A lean technique to improve throughput is to reduce work in progress.

Workstation Workstation Workstation Product or

Service

Figure 2.8 A value stream with three workstations

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 Lean: Reduce Work in Progress

Reduction in work is beneficial for the flow of work through the value stream.

Pull work

Workstation Workstation Workstation Product or

Service

Figure 2.8 A value stream with three workstations

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 Lean: Reduce Work in Progress

Theory of constraints is another concept that is different from directing each workstation in the value
stream, which may result in a backlog for the next workstation.

To improve throughput:
• Identify the weakest workstation in the value Theory of constraints
stream.
• Lighten the load as much as possible.
• Organize work around the weakest link.
Weakest
link

Workstation Workstation Workstation Product or

Service

Figure 2.8 A value stream with three workstations

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Agile
 Agile: The Process

Agile is an ongoing conversation and interaction between software developers, business people, and
other stakeholders who improve the customer experience.

• Products are delivered in frequent

increments

• Information is gathered quickly

• Decisions are delayed

 Agile: The Team

A software is developed by small, relatively independent, and self-organized teams.

• Is the user • Small teams with cross-trained T-

representative shaped members can lead to a
• Manages a reduced number of handovers
backlog of work between people.
• Multitasking members must
mitigate risk involved in task-related
behaviors.

Cost of delay

The benefits that are expected to be lost when the launch or update of a service offering is delayed
 Agile: DevOps

Definition of Done

A common understanding should be established across multiple stakeholders

when work is considered completed.

It comprises the criteria that specify the required utility and warranty of a
proposed product or service.
 Agile: DevOps

Done in agile software development is formulated as having potentially deployable software

increments.

DevOps:
• Extends the understanding of Done from
deployable to deployed, released, and available
for use
• Builds on agile software development and service
management techniques
• Uses high degrees of automation to free up skilled
professionals’ time
• Supports aspects such as operability, reliability,
and maintainability of software products
Resilient
 Resilient

Approaches with resilient characteristics are focused on maintaining workable availability and
performance. They are also focused on minimizing the effect of incidents.

Examples of resilient approaches:

Site Reliability
Engineering (SRE) DevOps
 Resilient: Site Reliability Engineering (SRE)

SRE helps bridge the gap between development and operations.

Develops software for IT

• Executes IT operations
systems to increase their:
• Coaches IT operations
• Resilience
teams
• Performance

Operations
Development
 Resilient: DevOps

Pros and cons of the DevOps approach to increase resiliency:

Security Proactive Monitoring

Pros: Pros:
• DevSecOps promotes integration of security • DevOps promotes proactive monitoring of IT
into regular development work. services that enables quicker mean time to
• The role of security enables practitioners to restore services.
address security concerns.
Cons:
Cons: • DevOps requires analysis of signal-to-noise
• DevOps requires great faith in practitioners ratio.
to handle security risks. • It becomes ineffective if people are
overloaded with information.
Resilient: Other Concepts

Other resilience concepts include:

• Antifragility
• Architecting for resilience in software and
infrastructure
• Microservices
• Containerization
• Feature switches
• Soak testing
• Disaster recovery
Continuous
 Continuous

Approaches with continuous characteristics are based on the belief that small batches of work are
valuable due to small changes and quick feedback.

Continuous integration Continuous delivery

Continuous deployment

These are descriptive terms for a collection of practices associated with software engineering.
 Continuous: Automation

A healthy working relationship between all parties involved and extensive automation are key to
continuous integration, delivery, and deployment.

• Build automation (the CI phase)

• Test automation
• Automatic provisioning
• Deployment automation
• Post-deployment testing
 HVIT Characteristics to Co-create Value

Organizations that are lean, agile, resilient, and continuous are well equipped for value co-creation in
the form of services that can be easily adapted for ever-changing environments and customer needs.

Figure 2.7 Key characteristics of HVIT

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 HVIT Characteristics to Co-create Value

Service science defines services as the application of resources to make changes that have value for
another organization.

In any service, there are at least two interacting entities called service systems.
A core concept in service science is service-dominant logic.
 Service-Dominant Logic

A mental model of an exchange in which organizations co-create value by applying their competencies
and other resources for the benefit of one another

Service Service
consumer provider

• Integrates and applies • Pays more attention to

the resources of the the customer’s specific
service provider situation
• Determines the value • Involves the customer in
or quality of the the service delivery
service experience process
Key Behavior Patterns
 Key Behavior Patterns

The five key behavior patterns reflect organizational needs and practitioner’s aspirations to work in a
rewarding environment.

Accept ambiguity and uncertainty

Help get
Trust and Continually
customers’
be trusted raise the bar
jobs done

Commit to continual learning

Figure 3.1 Key behavior patterns

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 Accept Ambiguity and Uncertainty

It reflects the volatile and ambiguous environment of digitally-enabled organizations.

Experimentation
and mindful
failure

Do not be scared of ambiguity as things are not perfect and never have been.
Trust and Be Trusted

• Trust people's professional and decision-making

skills.
• Be considerate, acknowledge diversity, and be
inclusive.
• Pay attention to unfair treatment, toxic
relationships, lack of recognition, lack of control,
conflicting values, and insufficient resources to
reduce stress and burnout.
• Enable psychological safety to foster better
performance.
 Continually Raise the Bar

Customers and users are pleased when you take an initiative to make improvements.
There’s always an improvement to be made, however small.
 Help Get Customers’ Jobs Done

This is the generous act of helping somebody solve their problems and become who they seek to become.

It recognizes how the customer wants to feel before, during, and after using the digital and physical
products and services.

For people who believe A and want B, our offer will bring C.

If they don't believe A or want B, then sorry, it’s not for you.
 Commit to Continual Learning

This underpins the others. Ignorance is the root cause of many organizational problems.

Practitioners must commit to continually learn and improve their knowledge and level of information.

Data-driven
experiments

Continual
learning
Short
Trust and be
feedback
trusted
loops
Models and Concepts of HVIT Culture
 Models and Concepts of HVIT Culture

Purpose People Progress

• Ethics • Reconstructing for • Working in complex

• Design thinking service agility environments
• Safety culture • Lean culture
• Stress prevention • ITIL continual
improvement model
 Models and Concepts of HVIT Culture

Accept Trust and be Continually Help get Commit to

ambiguity trusted raise the bar customers’ continual
and jobs done learning
uncertainty
Purpose

Ethics

Design thinking

Table 3.1 Models and concepts and related key behavior patterns
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 Models and Concepts of HVIT Culture

Accept Trust and be Continually Help get Commit to

ambiguity trusted raise the bar customers’ continual
and jobs done learning
uncertainty
People

Reconstructing
for service agility
Safety culture

Stress
prevention

Table 3.1 Models and concepts and related key behavior patterns
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 Models and Concepts of HVIT Culture

Accept Trust and be Continually Help get Commit to

ambiguity trusted raise the bar customers’ continual
and jobs done learning
uncertainty
Progress

Working in
complex
environments
Lean culture

ITIL continual
improvement
model

Table 3.1 Models and concepts and related key behavior patterns
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Models and Concepts: Purpose
 Ethics

Ethics is a system of principles that defines what is good for individuals and society.

Organizations have a responsibility to behave ethically to understand and correct biases:

• Digital organizations have an increasingly

strong moral obligation to consider how they
apply IT.

• Software engineering often becomes a means

of social engineering.

• Machine learning algorithms are susceptible to

take a training data set and amplify the worst of
human biases.
 Importance of Ethics

The systems that people live and work in have many known and unknown connections, and any
intervention will have unintended consequences.

IT practitioners should accept moral responsibility for what they create.

 Importance of Ethics

There are a number of considerations that can be made when promoting ethical behavior in the
workplace.

Education Habits

Artificial Intelligence

Organizational Design
 Ethical Behavior: Education

Measuring and monitoring attitudes related to ethical behavior is as important as creating rules and
managing compliance.

• Participate in workshops that make people

aware of ethical consequences.

• Explore scenarios and measure attitudes

toward ethics within organizations.

• Include ethics in retrospectives and

lessons-learned programs at a micro level.

• Create an ethical culture in the IT industry

as much as a culture focused on quality
Software engineering education and user-centricity.
 Ethical Behavior: Organizational Design

The way organizations are designed can be altered to increase trust and interaction between team
members.

• Have a cognitively and culturally diverse

workforce that is tightly connected.

• Look at the design with a view to building

long-term trust than short-term gain.

• Seek to change social interactions in the

network to increase interdependency by
working together.

This helps to solve problems and also creates a decision support ecology built on trust.
 Ethical Behavior: Habits

Habits create patterns of behavior and responses that do not involve analysis and decision-making.

• Education and organizational design needs to

create circumstances in which the habits of virtue
emerge naturally.

• Abstract knowledge of what is right is combined

with the day-to-day habits of behavior.

• Habits are often best formed by physical

interaction and tolerated failure.

• Abstraction and the use of metaphor in learning

allows greater adaptability and contextual
application under conditions of uncertainty.
 Ethical Behavior: Artificial Intelligence

Techno-ethics

It refers to the responsible use of science, technology, and ethics in a society shaped by technology.

Emulates human Incorporates emotional

intelligence intelligence

Artificial intelligence

Emotional intelligence is the ability to understand the way people feel and react, and use this skill to
make good judgements and to avoid or solve problems.
 Ethical Behavior: Artificial Intelligence

ChatOps includes emotional intelligence as a focus to improve operations.

It tries to ascertain the It understands and manages their

customer’s emotional state to emotional state while dealing with
respond appropriately. their incident or request.
 Ethical Behavior: Artificial Intelligence

The use of any new technology continues to evolve as more is learned about its characteristics through use.

Voice assistants

Image analysis software

Other
examples
Search engines

Speech and face recognition systems

It is necessary to develop emotional intelligence in people before making any attempt to design and use
it in technology.
Ethics: Typical Behavior Patterns

To implement ethics, you must:

• Think about how your actions affect others
• Establish generic ethical principles
• Accept that ethical principles just help to clarify
specific situations
• Discuss dilemmas
• Take responsibility for choosing the least bad
course of action
 Ethics: Typical Behavior Patterns

0 1 2 3

Low High

Accept ambiguity and uncertainty

Help get
Trust and Continually
customers’
be trusted raise the bar
jobs done

Commit to continual learning

Figure 3.2 Heat map of the importance of the key behavior patterns to ethics
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 Design Thinking

Design thinking is the set of cognitive and practical processes by which design concepts are developed.

Design thinking is continually evolving and has attracted more attention and interest.

Digitally enabled organizations are looking at design thinking to improve the market perception of their
digital products.
 Design Thinking

Designers create products with a specific intent and purpose to transform an inconvenient situation.

They define the ways to change the unfavorable conditions to preferable ones, making them more fit
for purpose and fit for use.
 Design Thinking

For digitally enabled organizations, the quality of their digital products and customer experiences is
important.

• It gives practitioners the ability to contribute to

the creation of better digital products and
customer experiences.

• It helps address wicked problems: problems

that have unarticulated needs and conflicting
hypotheses.

• It tries to solve the issues of balancing the

interests of all stakeholders.
Design Thinking: Behavior Patterns

To implement design thinking, you must:

• Empathize with stakeholders
• Speculate and experiment
• Dare to decide
 Design Thinking: Behavior Patterns

0 1 2 3

Low High

Accept ambiguity and uncertainty

Help get
Trust and Continually
customers’
be trusted raise the bar
jobs done

Commit to continual learning

Figure 3.3 Heat map of the importance of the key behavior patterns to design thinking
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Models and Concepts: People
 Safety Culture

Safety culture is a climate in which people are comfortable being themselves.

• Digitally-enabled organizations strive to

improve their performance under changeable
market conditions.

• They foster an effective set of shared beliefs,

perceptions, and values in relation to risks.

• This will create a safety culture and result in

behavior that is beneficial for all stakeholders,
including the workforce.
 Safety Culture

People are more likely to point out risks when they feel valued and trusted than when they fear for their
reputation and position.

Senior management has to commit to safety culture and ensure that all stakeholders are benefitted.
Safety Culture: Behavior Patterns

To implement safety culture, you must:

• Act on safety-related issues
• Exhibit vulnerability
• Foster feedback and act on it
• Be kind and compassionate
• Be realistic about failure
 Safety Culture: Behavior Patterns

0 1 2 3

Low High

Accept ambiguity and uncertainty

Help get
Trust and Continually
customers’
be trusted raise the bar
jobs done

Commit to continual learning

Figure 3.5 Heat map of the importance of the key behavior patterns to safety culture
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Models and Concepts: Progress
 Working in Complex Environments

It is important to understand the nature of the work environment to work effectively.

Predictability is a major characteristic of a system that determines the effective way of working.

Effective approaches:
• Systems thinking
• Complexity thinking
• Complex adaptive systems
 Working in Complex Environments

Systems Thinking Complexity Thinking Complex Adaptive Systems

A holistic approach to analysis A systems thinking approach Systems that adapt in and co-
and decision-making that based on the recognition and evolve with a changing
focuses on the relationship understanding of the various environment, resulting in:
between a system’s levels of complexity inherent in • Unpredictable behavior
components and the way the the systems and the context in
system works, both as a whole which they operate • The inability to examine
and within the context of the system in isolation
larger systems from the other systems in
its environment
 Understanding Complex Adaptive Systems

The study of complex adaptive systems is highly interdisciplinary and blends insights from the natural
and social sciences.

System can change and learn

from experience

Complex Adaptive Systems

Behavior is emergent A set of parts which, when combined,

have qualities that are not present in
any of the parts themselves.

Example: Stock markets, biospheres, cities, and social group activities

 Complexity Thinking: Cynefin Model

Most organizations experience a variety of work contexts with some being more predictable than others.

Therefore, it is important to understand the nature of work and act accordingly.

 Complexity Thinking: Cynefin Model

The Cynefin sense-making framework offers a practical way of assessing complexity and determining
appropriate courses of action.

Cynefin is a liminal system as the edges between complexity and chaos are seen as a phase shift.

Figure 3.7: The Cynefin framework

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 Complexity Thinking: Cynefin Model

There are multiple factors that are likely to be causal, and there may not be an exact precedent for
them in previously addressed issues.

Also, the evidence available might support conflicting theories about what is causing the issue.

Cynefin defines a few steps to troubleshoot in

this circumstance:
• Identify multiple hypotheses for what
might be happening.
• Test each coherent hypothesis using small,
safe-to-fail experiments.
• Observe the impact of the experiments.
• Attempt to amplify the positive outcomes.
• Attempt to dampen the negative
outcomes.
 Complexity Thinking: Cynefin Model

Failures are inevitable. However, there are multiple ways of responding to failures.

Antifragility is a qualification of complex adaptive systems that increase in capability,

resilience, or robustness as a result of stress or failure.

Antifragility is contrasted with:

Fragility Resilience Robustness

This divergent way of thinking about systems is effective. Therefore, practitioners should make the
effort to search for the best solution through diligent study.
Complexity Thinking: Behavior Patterns

To implement complexity thinking, you must:

• Assess the causality, while being aware of one’s
natural biases
• Avoid confusing correlation with causation
• Never repeat what without understanding why
• Avoid copying dominant predators
• Watch out for defining the future state and closing
the gap
• Try not to engineer human systems
• Act according to the context; in Cynefin terms
 The Cynefin Terms

Obvious Apply constructs such as prescriptive processes and detailed

waterfall-based plans.

Complicated Apply constructs such as case management and timeboxing.

Complex Apply pre-scrum techniques such as parallel or independent

experimentation and disintermediation of the analyst to
discover and resolve unarticulated or ambiguous user
requirements.

Chaotic Take control and act quickly to stabilize the situation and
transition it into the complex domain.
 Working in Complex Environments: Behavior Patterns

0 1 2 3

Low High

Accept ambiguity and uncertainty

Help get
Trust and Continually
customers’
be trusted raise the bar
jobs done

Commit to continual learning

Figure 3.8 Heat map of the importance of the key behavior patterns to working in complex environments
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 Lean Culture

Lean is a balance between striving for standardization and predictability to avoid errors, and fostering a
culture of calculated risk-taking, curiosity, and enquiry, based on a foundation of trust and respect.

It is a work environment where trust, respect, curiosity, enquiry, playfulness, and intensity all coexist to
support learning and discovery.
Lean Culture

• To be effective, resilient, and adaptable, an HVIT

environment must be based on lean culture.

• Leaders help set team norms and expectations.

• Lean culture creates the social patterns that

motivate people and inspire engagement.

• Lean includes many tools and methods that have

to be applied effectively.

• To experience the thinking, learning, or discovery

process, it is important to have focused
awareness and attention.
 Elements of Lean Culture

Trust The assured reliance on the character, ability, strength, or truth of someone or
something including a team and a work process

Respect An act of giving particular attention, consideration, special regard, and esteem to
another

Curiosity A relentless desire to know how and why things work, what makes things
work better, and what better looks like after you’ve made things better

Enquiry A systematic search for facts about the nature of things: their origins, causes,
interdependencies, life cycles, and nature

Playfulness A fresh fun way of viewing ideas and their relationship to other ideas while
simultaneously maintaining serious focus and whimsical silliness

Intensity A deep focus on the topic at hand and the persistence not to become distracted or
lose the path

Table 3.2 Elements of Lean culture

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 Creating Lean Culture

To foster a mindful Lean culture, leaders must know what to do and why they are doing it.

Senior leadership must model, coach, and reinforce new ways of thinking, acting, and supporting people.

Some new behaviors to implement:

• Ask questions they do not think they already
know the answer to.
• Listen to the person, not just the problem.
• Acknowledge that they have heard, and what
they have heard.
• Ask questions focused on things they wonder
about and not about what they are thinking.
• Ask what help is needed.
Lean Culture: Behavior Patterns

To implement lean culture, you must:

• Trust people and the system, but remain vigilant
and give feedback when needed
• Treat people decently
• Strive to understand how things work and what
could be improved
• Gather facts systematically and challenge existing
hypotheses
• Develop new insights with a combination of
whimsical silliness and serious focus
• Focus mindfully on the topic in hand – the rest is
noise
 Lean Culture: Behavior Patterns

0 1 2 3

Low High

Accept ambiguity and uncertainty

Help get
Trust and Continually
customers’
be trusted raise the bar
jobs done

Commit to continual learning

Figure 3.9 Heat map of the importance of the key behavior patterns to lean culture
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 ITIL Continual Improvement Model

• It provides organizations with a structured

approach to implement improvements.

• It applies to the whole service value

system, and its use makes initiatives more
likely to be successful.

• It supports an iterative approach to

improvement, dividing work into
manageable pieces with separate goals
that can be achieved incrementally.

Figure 3.10 The ITIL continual improvement model

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 ITIL Continual Improvement Model

HVIT environments apply the continual improvement model with a focus on iteration, experimentation,
and data-driven scientific thinking.

Improve
Management practices Products and services

Guides the Guides the

improvement of improvement of
Review

Continual improvement approach

Figure 3.11 Improvement domains

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 Toyota Kata

Organizations need to continually improve under changing market conditions.

• Organizations should be flexible and creative

when they define ways to improve.

• Improvement initiatives should be disciplined,

data driven, and justified, which requires:
○ Belief in scientific thinking
○ Disciplined execution
○ Practice to unlearn old habits
○ Learn and sustain new habits
○ Confidence and competence to improve

Toyota Kata is one approach to scientific experimentation.

 Toyota Kata

It is a mental model and behavior pattern for scientific thinking and routines for practice and coaching.

Figure 3.12 Toyota Kata

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 Toyota Kata

The four-step improvement approach is based on five questions:

• What are you trying to achieve?

• Where is the progress?
• What are the challenges?
• What is your next step, and what do you expect?
• What are the learnings from this step?
 Toyota Kata

In the context of the ITIL continual improvement model, Toyota Kata helps to answer the questions:

What is the vision? Where do we want to be?

Where are we now? How do we get there?

 Toyota Kata

• It justifies confidence to pursue

unattainable goals in complex systems.

• It helps teams to make their own

decisions and manoeuvre effectively.

• Its adoption demonstrates commitment

to higher performance.

• It helps to deal with uncertainty by

taking a step-by-step approach.

Figure 3.12 Toyota Kata

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 The OODA Loop

The OODA (Observe, Orient, Decide, and Act) loop is another improvement technique used in the HVIT context.

• It is applicable to cybersecurity and is

considered to make processes seem more
reactive.

• It was developed to explain how to direct

energies to defeat a combatant.

• It is a set of interacting loops that are in

continual operation during combat.

• It has orientation as the most important part as

it informs how to observe, decide, and act.
Continual Improvement: Behavior Patterns

To implement continual improvement, you must:

• Establish business vision, mission, and objectives
• Perform baseline assessments
• Define measurable targets
• Define the improvement plan
• Recognize complexity and experiment
• Execute improvement actions
• Evaluate metrics and key performance indicators
 Continual Improvement: Behavior Patterns

0 1 2 3

Low High

Accept ambiguity and uncertainty

Help get
Trust and Continually
customers’
be trusted raise the bar
jobs done

Commit to continual learning

Figure 3.13 Heat map of the importance of the key behavior patterns to continual improvement
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 Key Takeaways

Lean, agile, resilient, and continuous are the four dominant

characteristics in common HVIT approaches. When used
together, they lead to the co-creation of value.

Service-dominant logic is a mental model of an exchange in

which organizations co-create value by applying their
competencies and other resources for the benefit of one
another.

The five key behavior patterns that reflect organizational

needs and practitioner’s aspirations to work in a rewarding
environment are:
1. Accept ambiguity and uncertainty
2. Trust and be trusted
3. Continually raise the bar
4. Help get customers’ jobs done
5. Commit to continual learning
 Key Takeaways

Models and concepts that inform organizational culture are

grouped into three categories:
1. Purpose
a. Ethics
b. Design thinking
2. People
a. Safety culture
3. Progress
a. Working in complex environments
b. Lean culture
c. ITIL continual improvement model
Knowledge Check
Knowledge
Check Under what characteristics of HVIT approach do digital products and services have to
1 be developed in response to changeable market demands?

A. Lean

B. Resilient

C. Agile

D. Continuous
 Knowledge
Check Under what characteristics of HVIT approach do digital products and services have to
1 be developed in response to changeable market demands?

A. Lean

B. Resilient

C. Agile

D. Continuous

The correct answer is C

Approaches with Agile characteristics are important for HVIT environments because digital products and services
have to be developed in response to changeable market demands.
Knowledge
Check Which of the following automates the process of moving code from preproduction
2 environments to the production environment?

A. The CI phase

B. Test automation

C. Automatic provisioning

D. Deployment automation
 Knowledge
Check Which of the following automates the process of moving code from preproduction
2 environments to the production environment?

A. The CI phase

B. Test automation

C. Automatic provisioning

D. Deployment automation

The correct answer is D

Deployment automation automates the process of moving code from preproduction environments to the production
environment.
Knowledge
Check
Which of the following is applicable for complicated domain or context?
3

A. Unclear but knowable causality that can be determined by analysis or expertise

B. Unclear and unknowable causality requiring safe-to-fail experimentation

C. Clear causality, where predetermined best practice should be applied

D. A more extreme form of complexity that demands immediate action to transition the
situation to complex
 Knowledge
Check
Which of the following is applicable for complicated domain or context?
3

A. Unclear but knowable causality that can be determined by analysis or expertise

B. Unclear and unknowable causality requiring safe-to-fail experimentation

C. Clear causality, where predetermined best practice should be applied

D. A more extreme form of complexity that demands immediate action to transition the
situation to complex

The correct answer is A

Complicated domain in the cynefin sense-making framework has the unclear but knowable causality that can be
determined by analysis or expertise, followed by good practice.