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Discovery of correlations helps in the understanding of management system behavior, and can lead to hypotheses on cause-and-effect relationships. Four C .S. Department of Energy subagencies were used as case studies for the management system analysis. The set of instruments used in this analysis provided a good first-cut at defining and describing balance for management systems. Two of the cases were found marginally balanced. The other two were marginally out-of-balance. Failure to achieve balance is analyzed by looking at results for conditions of balance between components of the management system. These conditions represent matches of important criteria, such as information portrayal formats, organization-compatible decision styles, and data capture. Balance should be measured, over time, to see if the management system analysis led to improvement. 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