3.

Complex context
Complex context is unordered which means there is no apparent relationship between cause
and effect. Thus, right answer cannot be discovered and it is determined by the emerging
patterns. Pattern-based management style is suitable in this context.
Most situations in organizations are complex because of the changes in its surroundings. In this
context, leaders need to probe first, then sense before responding to the situation. In other
words, managers should promote the finding of suitable patterns by conducting various
experiments and creating an environment in which promoting new business opportunities.
Challenges that leaders have to face:
-The risk of falling back to command-and-control management styles, in which they can utilised
the past guidelines with well-defined outcomes to create a fail-safe business plan.
-Failures might occur during the experimental process which is important aspects of learning
and understanding the pattern. They business might tried to avoid these failures by strictly
controlling the experiment in which might restrain the chances for informative patterns to
emerge.
4. Chaotic context
In chaotic situation, the relationships between cause and effect are impossible to determine.
There are no possible patterns due to the environment changes more frequently.
In this domain, leader must first act to establish order and then transforming the situation from
chaos to complex context where stability is sensed and pattern can emerge. This context
requires decisive and fast reactions. One technique proposed is to manage chaos and keep
doing things innovatively by appointing two separate teams to increase the chance of solving
the crisis innovatively. Communication of direct top-down is irrelevant because there is no time
or room to ask for input.
Possible challenges:
-Different leaders have different management styles, so if the situation or crisis shifts
(particularly in Chaotic context), their management style might be not suitable to the new
situation anymore and they might be reluctant to switch to appropriate styles to match the new
situation due to their ego. This might results the less successful decision.
-Leaders who already experienced and created successful decision in chaotic context might
classify themselves as legend/experts which allow their ego to influence or even take over their
ability to lead and solve future issues in Chaotic context since the admiring supporters cuts
them off from accurate information.
5. The fifth context - Disorder
Disorder context is when it particularly difficult to recognize the type of the situation. The
possible way is to break down the situation into small parts and assign each to one of the other
four domains to make meanings from it. Leaders can then make suitable decisions. This might
also be a good chance for the leaders to make Innovative decision since there are no best
practices or possible patterns.
6. Relationship Between Decision Making Process and Leaders Framework for
Decision Making

According to the above statement, there are 3 main stages in the decision making process
which are Pre-Decision, Decision and Post Decision stage. As mentioned above, the Decision
Making Framework is created to guide leaders in the Pre-Decision stage. Depends on the
classification of the situation, the Decision Making Process might be executed differently from
each others.
For Ordered Domains, the decision making process is fairly simple and also be similar to
Decision Making Process model (Zeleny & Cochrane 1982) and Customer Purchasing Decision
(Quester et al. 2007), but instead of relating to the decision making of the consumers, the
process will be applied for the leader to make decision. In Ordered Domain, the leaders are only
required to evaluate the situation, identify alternative best practices and ultimately make final
decision.
For Unordered Domain, leaders are still following the Decision Making Process (Zeleny &
Cochrane 1982), however, the Post-Decision might be longer than the one in Ordered Domain,
since it requires leaders to analyse the situation and applying experiments to see the potential
patterns. So in the Information Search (part of Post-Decision Making stage), the Marketing
Research Process (Quester et al 2007) might be applied to outline the step-by-steps process for
the Experiment to learn new information and making patterns or understanding the situation.
Finally, the leaders can make the possible decision based on the emerged patterns.