I think all organizational decision-makers driving change should begin from the 'confused' domain and first map their ecosystem according to where various parts of it fit in the Cynefin Framework. Each organizational domain consists of sub-domains that may fit in (or across) more than one Cynefin area and require a different approach — rushing into 'problem-fixing mode' with good intentions is usually counterproductive without making these distinctions clear from the get-go.

I frequently witness compiling of best or good practices (or even better, benchmarking KPIs, ugh...) for scenarios involving a mix of complex and chaotic elements where no historical data and/or experience can be leveraged (i.e. from pre-Covid scenarios). The push for outcomes (outputs) in form of 'design-workshopped business processes' are doomed to fail if cultural organizational default behaviour of dealing with complexity is to 'stick to what we know has worked and everyone understands.' How can we communicate better to decision-makers that the moment they (and their organizations) prioritize 'being comfortable' they are regressing into "feature factory measured agile theatre'?