In a world characterized by constant change and complexity, how we approach learning and organizational development must adapt. Traditional methods often emphasize creating rigid, permanent structures that struggle to respond to emerging needs. Instead, the concept of scaffolding, as explored by Cynefin retreats with Dave Snowden and others, offers a dynamic alternative that emphasizes impermanence and adaptability. This blog post unpacks five types of scaffolds, using them as metaphors for designing interventions in learning and organizational contexts.
1. Building Scaffolds: Supporting Construction
Building scaffolds are temporary structures that facilitate the construction or maintenance of a building. Once the work is complete, the scaffold is removed, leaving behind the intended structure. In learning, this scaffold type is akin to providing learners with frameworks or tools to master a concept or skill. The focus is on supporting learners until they achieve competency, after which the scaffold can be dismantled.
For example, in project-based learning, scaffolding might include detailed project outlines and guided check-ins. These structures enable learners to navigate complexity while developing independence. Once the project concludes, these supports are no longer needed.
2. Nutrient Scaffolds: Catalyzing Growth
Nutrient scaffolds work by activating internal capabilities, much like a lattice made of collagen and cartilage stimulates skin regeneration. These scaffolds dissolve over time, leaving no trace. In human learning, nutrient scaffolds represent roles or interventions that catalyze internal development. For instance, a mentor’s guidance may inspire a learner to develop their problem-solving skills, after which the learner operates independently.
Organizations can adopt this model by viewing consultants or external advisors as nutrient scaffolds. Instead of embedding themselves permanently, these professionals focus on building internal capabilities that sustain the organization long after their departure.
3. Neural Scaffolds: Transformative Integration
Neural scaffolds, such as nanoscale electronic scaffolds used in medical applications, integrate into the structure they support and persist as a part of it. These scaffolds are transformative, enabling systems to evolve and adapt. In learning, this might look like integrating frameworks or tools that become an inherent part of how individuals or organizations operate.
An example is adopting agile methodologies in team dynamics. Over time, the principles of agile become second nature, fundamentally altering how teams approach projects and collaboration. Unlike nutrient scaffolds, these interventions leave a lasting imprint.
4. Shadow Scaffolds: Emergent and Tacit
Shadow scaffolds emerge over time through interactions and shared practices. They are not explicitly designed and often become evident only in hindsight. Extreme sports communities, for example, develop shadow scaffolds through informal mentorship, shared experiences, and evolving technologies.
In education, shadow scaffolds might include the culture of a learning community—the unwritten norms and values that shape interactions. While these scaffolds can’t be directly created, they can be nurtured by fostering environments that encourage collaboration and experimentation.
5. Keystone Scaffolds: Foundational Stability
Keystone scaffolds provide foundational support that, once established, enables further growth. In architecture, these are the temporary structures that hold an arch in place until the keystone is installed. In learning, keystone scaffolds represent foundational principles or values that support all subsequent development.
Consider an organization’s mission statement. It serves as a keystone scaffold by aligning efforts and decisions. While it may become invisible over time, its removal could destabilize the entire structure.
Designing Scaffolds for Learning and Organizations
The key to effective scaffolding lies in understanding its impermanent nature and aligning it with the context. As Snowden suggests, “Rather than designing organizations, we should design scaffolding and do interventions around the scaffolding.” Scaffolding provides constraints that allow patterns to emerge, making systems more resilient and adaptable.
Here are some principles for designing scaffolds:
- Contextual Fit: Scaffolds must align with the environment and the specific needs of the learners or organization.
- Flexibility: Design scaffolds that can evolve or be removed as needs change.
- Catalysis: Focus on activating internal capabilities rather than providing permanent solutions.
- Emergence: Recognize and nurture shadow scaffolds to leverage tacit knowledge and practices.
- Sustainability: Ensure keystone scaffolds are robust enough to support long-term development.
Embracing a Scaffolding Mindset
In a “white-water world” where change is constant, the scaffolding mindset offers a powerful way to approach learning and organizational design. By focusing on temporary, adaptable supports, we can create systems that are both resilient and responsive. Whether we’re educators, consultants, or leaders, understanding these five types of scaffolds can help us design interventions that enable emergence and sustainable growth.