Leaders face dilemmas that span several dimensions and value systems, for example weighing immediate pressures against resilience in the long run, inclusiveness against rival stakeholder priorities, how stakeholder incentives shape behaviour, and how material and open reporting should be. Working through apparently conflicting dimensions produces better informed and sturdier decisions when it follows a deliberate path: recognise and name the dilemma; understand and state the opposing views; set out the pros and cons of each; reconcile the views by looking at how each can reinforce the other; and draw up an action plan. Where a dilemma turns into a conflict or dispute, alternative dispute resolution should be preferred to litigation where possible, and disputes settled ethically and effectively.
The graph holds this control, the 0 it maps to, and the evidence behind each claim, over MCP and REST.