There are a couple of specific situations I tend to run into fairly frequently with my consultant hat on:
1. People or organisations wanting to implement process by well-defined stages and checklists. They'll see that works in certain situations elsewhere, but not realise that such processes will fall apart quickly in the complicated or complex regions they're trying to manage. Talking through where they sit on a Cynefin diagram can help them understand which action model is the most useful, whether it's really possible to define "best practice" for any given situation, etc.
2. Products being managed as though they were projects. Big organisations tend to run on a project model by default because it seems like a way for them to manage risk - a certain amount of budget signed off for a few months to a year that ensures X, Y, Z is delivered for a certain timeframe. The true risk is that absolutely kills innovation for an early stage product looking for PMF. You don't really know what the end result is supposed to look like, but you probably do know what the process for getting there should be. Being able to talk about complicated (often, projects) and complex (often, product development) regimes being distinct areas that require different handling is a good start.
1. People or organisations wanting to implement process by well-defined stages and checklists. They'll see that works in certain situations elsewhere, but not realise that such processes will fall apart quickly in the complicated or complex regions they're trying to manage. Talking through where they sit on a Cynefin diagram can help them understand which action model is the most useful, whether it's really possible to define "best practice" for any given situation, etc.
2. Products being managed as though they were projects. Big organisations tend to run on a project model by default because it seems like a way for them to manage risk - a certain amount of budget signed off for a few months to a year that ensures X, Y, Z is delivered for a certain timeframe. The true risk is that absolutely kills innovation for an early stage product looking for PMF. You don't really know what the end result is supposed to look like, but you probably do know what the process for getting there should be. Being able to talk about complicated (often, projects) and complex (often, product development) regimes being distinct areas that require different handling is a good start.