The very nature of the fifth context – *disorder* — makes it particularly difficult to recognize when one is in it. Here, multiple perspectives jostle for prominence, factional leaders argue with one another, and cacophony rules.
The way out of this realm is to break down the situation into constituent parts and assign each to one of the other four realms. Leaders can then make decisions and intervene in contextually appropriate ways.
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SNOWDEN, David J and BOONE, Mary E, 2007. A Leader’s Framework for Decision Making. harvard business review. 2007. pdf 
, p. 4