In 2011, Professor Ralph Stacey published the Stacey diagram also known as  the Stacey Matrix.  His objective was to describe management techniques as they relate to the degree of agreement and certainty within the organizational environment.

Ultimately the concepts comtemplated within the matrix can be leveraged as a tool to assist with choosing between management or leadership approaches for a specific issue or decision.

Close to Certainty/Close to Agreement

In this zone the decision making is described as rational.  Using data from the past we predict the future and plan and monitor our actions accordingly.  Basically there is agreement to both the approach to making decisions and what the result will be.

Close to Agreement/Medium Level of Uncertainty

Decision making leans toward the judgemental.  We agree on the issues but are not sure of the outcomes.  Best judment is employed.

Close to Uncertainty/Medium Level of Agreement

In this case decison making is political and resolves around a certainty of available and achievable outcomes but there is a lack of agreemet as to which outcomes to persue.  So we manipulate.

High Uncertainty/Far from  Agreement

This is a zone of chaos where traditional methods of planning and visioning break down.  This is considered a zone of chaos. Typically the organizational culture becomes one of avoidance.  If this kind of decision making is continued over longer periods the results are usually disastrous.

Medium Uncertainty /Medium Agreement

This is where complex decision making occurs, most often the results are innovative.  In this zone traditional approaches like rational, judgemental and political do not work.  The decisions are in and of themselves arrived at with innovative and different approaches.  Operating in this zone requires leaders and mangers to be highly creative.