The Agreement Matrix

How do you use the right editing tools at the right time? Measure how much your people agree on 1) where they want to go and 2) how they get there. Next, select tools based on the type of staff agreement. For example, if people disagree on goals and ways to achieve them (often in mergers), use power tools, z.B. the threat of making important decisions. If employees have different goals than your company, but agree on how to do the job (think independent contractors), use management tools, including training and performance measurement systems. The dies can be based on calls, requirements or tasks/authorizations. They are composed of three dimensions, much like the axes of a graph. The definition of a matrix includes the definition of its dimensions. The matrix can then be associated with an agreement in the IPK window and workflow threshold.

If people in an organization disagree on what they want and how they can achieve the desired results, the only tools that induce collaboration are “power tools,” which are essentially variations in the constraint and Fiat. If people want the same thing but are not on how to do it, “leadership tools,” such as role modeling and charisma, can lead them to consensus. If people agree on the cause and effect, but little on what they want, leaders can use “management tools” such as training and measurement systems. Companies where employees agree on both dimensions of the matrix and are therefore generally satisfied with the status quo have very strong cultures, difficult to change. In such circumstances, it is only possible to optimize direction by using “cultural tools” such as rituals and folklore. Managers have other tools, such as trading and financial incentives, but these only work if there is some degree of convergence between the two dimensions of the matrix. The Stacey matrix has a lot in common with other models based on complexity. For example, a project in Zone 1 is probably the same as a Type A project in the WHOW model. Similarly, Zone 2 projects in this Type B model, etc. Bethune`s timely selection of tools mirrored that of Jack Welch at General Electric, who started as Neutron Jack and used power tools when the company was a collection of companies with cultures, operations and expectations for growth and profitability.