Changing conversations based on the Stacey matrix - Revision history

Tkokotas at 15:35, 18 December 2018

2018-12-18T15:35:12Z

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			''Developed by Bianka Zsuzsanna Juhász''


	[[File:Ralphstaceypic.jpg\|200px\|thumb\|right\|Figure 1: Ralph Douglas Stacey <ref name="portrait"> http://www.canterbury.ac.uk/news/newsRelease.asp?newsPk=881 </ref> ]]		[[File:Ralphstaceypic.jpg\|200px\|thumb\|right\|Figure 1: Ralph Douglas Stacey <ref name="portrait"> http://www.canterbury.ac.uk/news/newsRelease.asp?newsPk=881 </ref> ]]

Biankajuh at 00:24, 29 September 2015

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	However, they leave a certain amount of flexibility for the company to deal with. There is no prior central intension how the goal should be reached, but goal is a motivation force showing the direction. The route is discovered by ‘one step at a time’ logical process. Through the whole way, there is possibility to learn and adjust the overall strategy by taking small steps as well as trial-and-error actions. The managers oversee the process and sustain some logic. On the other hand, they leave the organization to handle unforeseen happenings. Urgent and piecemeal decisions shape the future approach of the company towards its goal. It follows an orderly logical way by these minor decisions. They are always prepared to move opportunistically.		However, they leave a certain amount of flexibility for the company to deal with. There is no prior central intension how the goal should be reached, but goal is a motivation force showing the direction. The route is discovered by ‘one step at a time’ logical process. Through the whole way, there is possibility to learn and adjust the overall strategy by taking small steps as well as trial-and-error actions. The managers oversee the process and sustain some logic. On the other hand, they leave the organization to handle unforeseen happenings. Urgent and piecemeal decisions shape the future approach of the company towards its goal. It follows an orderly logical way by these minor decisions. They are always prepared to move opportunistically.

	To conclude, the Quinn’s research showed a lifelike adjusted way of management ~~to process~~ decisions. Only the start and end point is defined. The route to achieve the goal on is flexible and formed by small step decisions and trial-error processes.		To conclude, the Quinn’s research showed a lifelike adjusted way of management of processing decisions. Only the start and end point is defined. The route to achieve the goal on is flexible and formed by small step decisions and trial-error processes.

	== Limitations of the Stacey matrix model ==		== Limitations of the Stacey matrix model ==

Biankajuh at 00:23, 29 September 2015

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	The other limitation is drawn by the fact of human behaviour. As its consequence, there are no sharp borderlines indicated between certain areas of the matrix. Each situation vary, this is what gives the challenge of handling complexity in management.		The other limitation is drawn by the fact of human behaviour. As its consequence, there are no sharp borderlines indicated between certain areas of the matrix. Each situation vary, this is what gives the challenge of handling complexity in management.

	==Related ~~Articles~~==		==Related articles==

	* [[Mindfulness and Cognitive Biases in Project Management]]		* [[Mindfulness and Cognitive Biases in Project Management]]

Biankajuh at 00:23, 29 September 2015

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 == Models of decision making in conditions of certainty ==
 === Technical rationality ===
 === Bounded rationality, bureaucracy and dominant coalitions ===
 === Trial and error or logical incrementalism ===
 == Limitations of the Stacey matrix model ==
 ==Related Articles==

Biankajuh at 20:23, 28 September 2015

2015-09-28T20:23:44Z

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	If the relationships between cause and effect are highly certain, as well as having agreement amongst the different stakeholders, the conditions for a simple decision-making case are present. In Figure 2, the area called ''Simple'' shows this situation. In this situation, the management makes the decisions in a rational, logical way. <ref name="Turton"> R. Turton (1991); Behaviour in a Business Context, London: Chapman and Hall. </ref> When the aimed direction, destination and circumstances are clear at a company, this can be the case of certain decisions. The right answer exists and a simple fact-based, traditional management situation arises. Although, as moving away from the so-called “Simple” field, the application of rational logic will be critical and different approaches are getting necessary to use.		If the relationships between cause and effect are highly certain, as well as having agreement amongst the different stakeholders, the conditions for a simple decision-making case are present. In Figure 2, the area called ''Simple'' shows this situation. In this situation, the management makes the decisions in a rational, logical way. <ref name="Turton"> R. Turton (1991); Behaviour in a Business Context, London: Chapman and Hall. </ref> When the aimed direction, destination and circumstances are clear at a company, this can be the case of certain decisions. The right answer exists and a simple fact-based, traditional management situation arises. Although, as moving away from the so-called “Simple” field, the application of rational logic will be critical and different approaches are getting necessary to use.

	When there is a high certainty and the causal connections are still clear, but managers conflict then the decision has to be made on ''Political'' manner. This proposes that the one with the biggest power will dominate and the strongest individual who builds coalitions will control the decision-making. Here it is an important aspect to build relationships, negotiate and compromise in order to gain further steps.		When there is a high certainty and the causal connections are still clear, but managers conflict then the decision has to be made on ''Political'' manner. This proposes that the one with the biggest power will dominate and the strongest individual who builds coalitions will control the decision-making. <ref name="Child"> J. Child (1972); Organizational structure, environment and performance: the role of strategic choice, ''Sociology'', vol. 6, no. 1, pp. 1-21. </ref> <ref name="Pfeffer"> J. Pfeffer (1981); Power in Organizations, Cambridge, MA: Ballinger. </ref> Here it is an important aspect to build relationships, negotiate and compromise in order to gain further steps.

	When the managers agree on the desires aimed to achieve but the causal connections are uncertain and make the situation unclear how to deal with, then it falls into the zone of so-called ''Complicated''. The usage of judgmental or intuitive modes of decision-making is necessary to execute. In this case, more than one right answer is possible, therefore, the feasibility is judged with the interaction and coordination of expertise. The reasoning is mostly analog. They need think in a literal way, taking trial-and-error cases into account to progress into decision.		When the managers agree on the desires aimed to achieve but the causal connections are uncertain and make the situation unclear how to deal with, then it falls into the zone of so-called ''Complicated''. The usage of judgmental or intuitive modes of decision-making is necessary to execute. In this case, more than one right answer is possible, therefore, the feasibility is judged with the interaction and coordination of expertise. The reasoning is mostly analog. They need think in a literal way, taking trial-and-error cases into account to progress into decision.

Biankajuh at 20:15, 28 September 2015

2015-09-28T20:15:48Z

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	=== Background ===		=== Background ===
	As antecedent representatives, Thompson and Tuden (1959) have already related to the effect of uncertainty on decision-making mode in a similar manner. <ref name="Thompson"> J. D. Thompson, A. Tuden (1959); Strategies, structures and processes of organizational decision, University of Pittsburgh Press., Pittsburgh </ref> They defined that uncertainty originates in the lack of clarity and the lack of agreement over objectives. Managers are mentioned as objectives. This aligns with the theory of Ralph D. Stacey (2000).		As antecedent representatives, Thompson and Tuden (1959) have already related to the effect of uncertainty on decision-making mode in a similar manner. <ref name="Thompson"> J. D. Thompson, A. Tuden (1959); Strategies, structures and processes of organizational decision, University of Pittsburgh Press., Pittsburgh. </ref> They defined that uncertainty originates in the lack of clarity and the lack of agreement over objectives. Managers are mentioned as objectives. This aligns with the theory of Ralph D. Stacey (2000).
	<ref name="Staceybook"> Ralph D Stacey (2000); Strategic Management and Organization Dynamics, The challenge of Complexity, Pearson Education, England </ref>		<ref name="Staceybook"> Ralph D Stacey (2000); Strategic Management and Organization Dynamics, The challenge of Complexity, Pearson Education, England. </ref>

	=== The Stacey matrix ===		=== The Stacey matrix ===
	The Stacey matrix places a decision by identifying the level of agreement amongst stakeholders and the level of certainty about the cause and effect relationships. There are the parameters appearing on the axes of the matrix as can be seen in Figure 2. The scale is defined between close and far. The closest the parameter is marked, the highest the level is.		The Stacey matrix places a decision by identifying the level of agreement amongst stakeholders and the level of certainty about the cause and effect relationships. There are the parameters appearing on the axes of the matrix as can be seen in Figure 2. The scale is defined between close and far. The closest the parameter is marked, the highest the level is.

	If the relationships between cause and effect are highly certain, as well as having agreement amongst the different stakeholders, the conditions for a simple decision-making case are present. In Figure 2, the area called ''Simple'' shows this situation. In this situation, the management makes the decisions in a rational, logical way. When the aimed direction, destination and circumstances are clear at a company, this can be the case of certain decisions. The right answer exists and a simple fact-based, traditional management situation arises. Although, as moving away from the so-called “Simple” field, the application of rational logic will be critical and different approaches are getting necessary to use.		If the relationships between cause and effect are highly certain, as well as having agreement amongst the different stakeholders, the conditions for a simple decision-making case are present. In Figure 2, the area called ''Simple'' shows this situation. In this situation, the management makes the decisions in a rational, logical way. <ref name="Turton"> R. Turton (1991); Behaviour in a Business Context, London: Chapman and Hall. </ref> When the aimed direction, destination and circumstances are clear at a company, this can be the case of certain decisions. The right answer exists and a simple fact-based, traditional management situation arises. Although, as moving away from the so-called “Simple” field, the application of rational logic will be critical and different approaches are getting necessary to use.

	When there is a high certainty and the causal connections are still clear, but managers conflict then the decision has to be made on ''Political'' manner. This proposes that the one with the biggest power will dominate and the strongest individual who builds coalitions will control the decision-making. Here it is an important aspect to build relationships, negotiate and compromise in order to gain further steps.		When there is a high certainty and the causal connections are still clear, but managers conflict then the decision has to be made on ''Political'' manner. This proposes that the one with the biggest power will dominate and the strongest individual who builds coalitions will control the decision-making. Here it is an important aspect to build relationships, negotiate and compromise in order to gain further steps.
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	The most problematic situation is when there is not agreement nor certainty, all is unclear and the objectives conflict. This level of complexity is referred to as ''Chaotic''. The atmosphere can be decried with the main factors of tension, turbulence and lack of any patterns. In an organization this is a situation, which really needs to be avoid. Here the manager has to decide based on intuitive individual judgment combined with the political interactions of the group.		The most problematic situation is when there is not agreement nor certainty, all is unclear and the objectives conflict. This level of complexity is referred to as ''Chaotic''. The atmosphere can be decried with the main factors of tension, turbulence and lack of any patterns. In an organization this is a situation, which really needs to be avoid. Here the manager has to decide based on intuitive individual judgment combined with the political interactions of the group.
	<ref name="Staceybook"> Ralph D Stacey (2000); Strategic Management and Organization Dynamics, The challenge of Complexity, Pearson Education, England </ref>		<ref name="Staceybook"> Ralph D Stacey (2000); Strategic Management and Organization Dynamics, The challenge of Complexity, Pearson Education, England. </ref>

	== Models of decision making in conditions of certainty ==		== Models of decision making in conditions of certainty ==

Biankajuh at 20:11, 28 September 2015

2015-09-28T20:11:33Z

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	The Stacey matrix model was proposed by Ralph Douglas Stacey. It gives the possibility to distinguish management decisions and deal with [[Complexity]] and [[Uncertainty]] in organization platform. The result is brought out by usage of the two dimensions Stacey matrix. It allows us to compare the level of agreement amongst stakeholders with the degree of certainty about the relationships between cause and effect. Thus, the decision can fall into the following areas of the matrix for further analysis: Simple, Complicated, Political and Chaotic.		The Stacey matrix model was proposed by Ralph Douglas Stacey. It gives the possibility to distinguish management decisions and deal with [[Complexity]] and [[Uncertainty]] in organization platform. The result is brought out by usage of the two dimensions Stacey matrix. It allows us to compare the level of agreement amongst stakeholders with the degree of certainty about the relationships between cause and effect. Thus, the decision can fall into the following areas of the matrix for further analysis: Simple, Complicated, Political and Chaotic.
			<ref name="Staceybook"> Ralph D Stacey (2000); Strategic Management and Organization Dynamics, The challenge of Complexity, Pearson Education, England </ref>

	== The idea of the strategic choice theory ==		== The idea of the strategic choice theory ==
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	=== Background ===		=== Background ===
	As antecedent representatives, Thompson and Tuden (1959) have already related to the effect of uncertainty on decision-making mode in a similar manner. They defined that uncertainty originates in the lack of clarity and the lack of agreement over objectives. Managers are mentioned as objectives. This aligns with the theory of Ralph D. Stacey (2000).		As antecedent representatives, Thompson and Tuden (1959) have already related to the effect of uncertainty on decision-making mode in a similar manner. <ref name="Thompson"> J. D. Thompson, A. Tuden (1959); Strategies, structures and processes of organizational decision, University of Pittsburgh Press., Pittsburgh </ref> They defined that uncertainty originates in the lack of clarity and the lack of agreement over objectives. Managers are mentioned as objectives. This aligns with the theory of Ralph D. Stacey (2000).
	<ref name="Staceybook"> Ralph D Stacey (2000); Strategic Management and Organization Dynamics, The challenge of Complexity, Pearson Education, England </ref>		<ref name="Staceybook"> Ralph D Stacey (2000); Strategic Management and Organization Dynamics, The challenge of Complexity, Pearson Education, England </ref>

Biankajuh at 20:03, 28 September 2015

2015-09-28T20:03:20Z

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	=== The Stacey matrix ===		=== The Stacey matrix ===
	The Stacey matrix places a decision by identifying the level of agreement amongst stakeholders and the level of certainty about the cause and effect relationships. ~~<ref name="Staceybook"> Ralph D Stacey (2000); Strategic Management and Organization Dynamics, The challenge of Complexity, Pearson Education, England </ref>~~ There are the parameters appearing on the axes of the matrix as can be seen in Figure 2. The scale is defined between close and far. The closest the parameter is marked, the highest the level is.		The Stacey matrix places a decision by identifying the level of agreement amongst stakeholders and the level of certainty about the cause and effect relationships. There are the parameters appearing on the axes of the matrix as can be seen in Figure 2. The scale is defined between close and far. The closest the parameter is marked, the highest the level is.

	If the relationships between cause and effect are highly certain, as well as having agreement amongst the different stakeholders, the conditions for a simple decision-making case are present. In Figure 2, the area called ''Simple'' shows this situation. In this situation, the management makes the decisions in a rational, logical way. When the aimed direction, destination and circumstances are clear at a company, this can be the case of certain decisions. The right answer exists and a simple fact-based, traditional management situation arises. Although, as moving away from the so-called “Simple” field, the application of rational logic will be critical and different approaches are getting necessary to use.		If the relationships between cause and effect are highly certain, as well as having agreement amongst the different stakeholders, the conditions for a simple decision-making case are present. In Figure 2, the area called ''Simple'' shows this situation. In this situation, the management makes the decisions in a rational, logical way. When the aimed direction, destination and circumstances are clear at a company, this can be the case of certain decisions. The right answer exists and a simple fact-based, traditional management situation arises. Although, as moving away from the so-called “Simple” field, the application of rational logic will be critical and different approaches are getting necessary to use.
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	When the managers agree on the desires aimed to achieve but the causal connections are uncertain and make the situation unclear how to deal with, then it falls into the zone of so-called ''Complicated''. The usage of judgmental or intuitive modes of decision-making is necessary to execute. In this case, more than one right answer is possible, therefore, the feasibility is judged with the interaction and coordination of expertise. The reasoning is mostly analog. They need think in a literal way, taking trial-and-error cases into account to progress into decision.		When the managers agree on the desires aimed to achieve but the causal connections are uncertain and make the situation unclear how to deal with, then it falls into the zone of so-called ''Complicated''. The usage of judgmental or intuitive modes of decision-making is necessary to execute. In this case, more than one right answer is possible, therefore, the feasibility is judged with the interaction and coordination of expertise. The reasoning is mostly analog. They need think in a literal way, taking trial-and-error cases into account to progress into decision.

	The most problematic situation is when there is not agreement nor certainty, all is unclear and the objectives conflict. This level of complexity is referred to as ''Chaotic''. The atmosphere can be decried with the main factors of tension, turbulence and lack of any patterns. In an organization this is a situation, which really needs to be avoid. Here the manager has to decide based on intuitive individual judgment combined with the political interactions of the group.		The most problematic situation is when there is not agreement nor certainty, all is unclear and the objectives conflict. This level of complexity is referred to as ''Chaotic''. The atmosphere can be decried with the main factors of tension, turbulence and lack of any patterns. In an organization this is a situation, which really needs to be avoid. Here the manager has to decide based on intuitive individual judgment combined with the political interactions of the group.
			<ref name="Staceybook"> Ralph D Stacey (2000); Strategic Management and Organization Dynamics, The challenge of Complexity, Pearson Education, England </ref>

	== Models of decision making in conditions of certainty ==		== Models of decision making in conditions of certainty ==

Biankajuh at 20:02, 28 September 2015

2015-09-28T20:02:26Z

← Older revision		Revision as of 20:02, 28 September 2015
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	=== Background ===		=== Background ===
	As antecedent representatives, Thompson and Tuden (1959) have already related to the effect of uncertainty on decision-making mode in a similar manner. They defined that uncertainty originates in the lack of clarity and the lack of agreement over objectives. Managers are mentioned as objectives. This aligns with the theory of Ralph D. Stacey (2000).		As antecedent representatives, Thompson and Tuden (1959) have already related to the effect of uncertainty on decision-making mode in a similar manner. They defined that uncertainty originates in the lack of clarity and the lack of agreement over objectives. Managers are mentioned as objectives. This aligns with the theory of Ralph D. Stacey (2000).
	<ref name="Staceybook"> Ralph D Stacey (2000); Strategic Management and Organization Dynamics, The challenge of Complexity, Pearson Education, England		<ref name="Staceybook"> Ralph D Stacey (2000); Strategic Management and Organization Dynamics, The challenge of Complexity, Pearson Education, England </ref>
	~~'''Annotation''': Strategic choice and Stacey matrix~~ </ref>

	=== The Stacey matrix ===		=== The Stacey matrix ===
	The Stacey matrix places a decision by identifying the level of agreement amongst stakeholders and the level of certainty about the cause and effect relationships. There are the parameters appearing on the axes of the matrix as can be seen in Figure 2. The scale is defined between close and far. The closest the parameter is marked, the highest the level is.		The Stacey matrix places a decision by identifying the level of agreement amongst stakeholders and the level of certainty about the cause and effect relationships. <ref name="Staceybook"> Ralph D Stacey (2000); Strategic Management and Organization Dynamics, The challenge of Complexity, Pearson Education, England </ref> There are the parameters appearing on the axes of the matrix as can be seen in Figure 2. The scale is defined between close and far. The closest the parameter is marked, the highest the level is.

	If the relationships between cause and effect are highly certain, as well as having agreement amongst the different stakeholders, the conditions for a simple decision-making case are present. In Figure 2, the area called ''Simple'' shows this situation. In this situation, the management makes the decisions in a rational, logical way. When the aimed direction, destination and circumstances are clear at a company, this can be the case of certain decisions. The right answer exists and a simple fact-based, traditional management situation arises. Although, as moving away from the so-called “Simple” field, the application of rational logic will be critical and different approaches are getting necessary to use.		If the relationships between cause and effect are highly certain, as well as having agreement amongst the different stakeholders, the conditions for a simple decision-making case are present. In Figure 2, the area called ''Simple'' shows this situation. In this situation, the management makes the decisions in a rational, logical way. When the aimed direction, destination and circumstances are clear at a company, this can be the case of certain decisions. The right answer exists and a simple fact-based, traditional management situation arises. Although, as moving away from the so-called “Simple” field, the application of rational logic will be critical and different approaches are getting necessary to use.
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	The most problematic situation is when there is not agreement nor certainty, all is unclear and the objectives conflict. This level of complexity is referred to as ''Chaotic''. The atmosphere can be decried with the main factors of tension, turbulence and lack of any patterns. In an organization this is a situation, which really needs to be avoid. Here the manager has to decide based on intuitive individual judgment combined with the political interactions of the group.		The most problematic situation is when there is not agreement nor certainty, all is unclear and the objectives conflict. This level of complexity is referred to as ''Chaotic''. The atmosphere can be decried with the main factors of tension, turbulence and lack of any patterns. In an organization this is a situation, which really needs to be avoid. Here the manager has to decide based on intuitive individual judgment combined with the political interactions of the group.
	~~<ref>[''Strategic choice and Stacey matrix''] ''Ralph D Stacey (2000) "Strategic Management and Organization Dynamics, The challenge of Complexity", ''Pearson Education, England'' ''</ref>~~

	== Models of decision making in conditions of certainty ==		== Models of decision making in conditions of certainty ==

Biankajuh at 19:52, 28 September 2015

2015-09-28T19:52:48Z

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	[[File:Ralphstaceypic.jpg\|200px\|thumb\|right\|Figure 1: Ralph Douglas Stacey [http://www.canterbury.ac.uk/news/newsRelease.asp?newsPk=881] ]]		[[File:Ralphstaceypic.jpg\|200px\|thumb\|right\|Figure 1: Ralph Douglas Stacey <ref name="portrait"> http://www.canterbury.ac.uk/news/newsRelease.asp?newsPk=881 </ref> ]]

	This report is devised in the course 42433 Advanced Engineering Project, Program and Portfolio Management at the Technical University of Denmark in Autumn 2015.		This report is devised in the course 42433 Advanced Engineering Project, Program and Portfolio Management at the Technical University of Denmark in Autumn 2015.
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	== Application of the Stacey matrix ==		== Application of the Stacey matrix ==
	[[File:Staceymatrix11pic.jpg\|800px\|thumb\|right\|Figure 2: The Stacey matrix <ref name="matrix"> [http://be-in-unison.com/wp-content/uploads/2014/02/staceymatrix1.jpg] </ref> ]]		[[File:Staceymatrix11pic.jpg\|800px\|thumb\|right\|Figure 2: The Stacey matrix <ref name="matrix"> http://be-in-unison.com/wp-content/uploads/2014/02/staceymatrix1.jpg </ref> ]]

	=== Background ===		=== Background ===