Models III — Complexity, Team & Other
Frameworks for making decisions in complexity, understanding how teams develop, and handling conflict, negotiation, planning, process groups and stakeholders.
Cynefin framework · Dave Snowdendiagnose cause & effect
Known cause-effect. Sense–categorise–respond; apply best practices.
Known unknowns. Sense–analyse–respond; apply good practice / experts.
Unknown unknowns. Probe–sense–respond; emergent practice.
No clear cause-effect. Act–sense–respond; stabilise first.
Disordered — the centre: unclear which domain applies; break into parts.
Stacey matrix · Ralph Staceytwo uncertainty axes
Low requirement & low technology uncertainty.
One dimension fairly certain, the other less so.
Both requirement & technology fairly uncertain.
Very high uncertainty on both axes.
Axes: uncertainty of requirements × uncertainty of technology. Degree of complexity guides tailoring.
Project team development models§4.2.6
Tuckman Ladder — stages can move back and forth; not all teams reach performing:
Drexler/Sibbet Team Performance Model — steps 1–4 create the team (why/who/what/how), steps 5–7 sustain performance:
Other models§4.2.7
Conflict
Six ways by power & relationship: confront/problem-solve, collaborate, compromise, smooth/accommodate, force/direct, withdraw/avoid.
Negotiation
Seeks agreements where both parties gain; built on character, trust and approach.
Planning
The amount of planning, and when, is matched to the project — more for stable scope.
Process Groups
Initiating, Planning, Executing, Monitoring & Controlling, Closing.
Salience
Classify stakeholders by power, legitimacy and urgency.