How can you use a decision matrix to improve group decision-making?

Usar una matriz de decisiones es como tener un mapa para elegir el mejor camino en grupo. En nuestro trabajo, donde tenemos tantos puntos de vista distintos, esta herramienta nos ayuda a ver todas las opciones de forma ordenada y considerar lo que más nos conviene en nuestra realidad peruana. Con esto, no solo tomamos decisiones más sólidas entre todos, sino que también nos aseguramos de que nuestras decisiones vayan en línea con lo que queremos lograr juntos.

In my experience - objective of the decision matrix is to enable organizations make right decisions at the right level consistently. I have seen decision matrix tool that has three dimensions - evaluation criteria - these could be financial, regulatory, risk, operational disruption, etc. level of importance/scale of severity - all criteria do not have same level of relevance or consequences, hence based on circumstances the level of importance/scale of severity change) impact magnitude - usually a scale of magnitude is applied - some organizations use T-shirt sizing concept of Extra Small, Small, Medium, Large, Extra Large

The most important aspect of a decision matrix is that it helps to foster collaboration and build consensus. It elevates the discussion across various dimensions through a logical process and criteria that helps stakeholders deepen their understanding of priorities and solidify parameters for retrospectives.

You dont' —the matrix is an output - the process is 1. State decision 2. Develop Criteria 3. Evaluate and score Objectives 4. Make best balanced choice the matrix only shows data

Decision matrix stops working when the format, the parameters, or the scoring mechanism are questioned late in the process. Say you create a matrix, where you score products based on their quality, speed, and price. Seems logical. But when you present your findings, somone would question why availability is not a part of the criteria. Suddenly, you need to go back to the drawing board and redo a bunch of research. The best pre-emptive move you can make is to agree on the format, the parameters, and the scoring mechanism with all stakeholders upfront. This will save you time and frustration.

?Identify the key criteria important for evaluating the options. ?Determine the relative importance of each criterion by assigning weights. ?List all available alternatives that the group needs to consider. ?Develop a scale for each criterion to evaluate the options’ ?Multiply the ratings by the assigned weights for each criterion ?Review the results of the decision matrix. ?Address discrepancies If there are significant differences in individual ratings; ?Refine the decision matrix ensuring it accurately reflects the group's collective judgment. ?Use the decision matrix as a guide to make the final decision. ?Document the Decision ?Record the final decision along with the rationale and any relevant details.

Hi there! To create a decision matrix, first identify your options (like solutions or vendors) and the criteria important to your goals. Assign weights to each criterion on a scale of 1 to 10 based on importance. Then, score each option against these criteria using a 1 to 10 or binary scale. Multiply the scores by their weights and sum them up to find the total score for each option. The highest-scoring option usually aligns best with your weighted criteria. This method has consistently aided me in making clear and confident decisions. Would love to hear about your experience using a decision matrix?

I have seen two different school of thoughts being applied when it comes to developing decision matrix. First - create one decision matrix across the organization that includes all possible criteria, weights and scales. Benefit of doing so is ease for adoption & consistency across the organization. The barrier in when there are scenarios where the existing decision matrix cannot be used appropriately. Second approach is to build decision matrix for each function of the organization. Benefit - matrix is applicable for functional based scenarios. The constraint is when decisions require cross functional review or needs escalation then the matrix used originally may not be applicable.

Il faut identifier les critères avec précision. ce qui n'est pas toujours simples car parfois les critères peuvent se cumuler et n'être pas concurrents. Sur ce point la matrice décisionnelle n'est pas adaptée telle que car elle part du principe que les critères s'opposent. Sauf à faire autant de colonnes qu'il y a de combinaisons adéquates

1. Identify Criteria: List the criteria relevant to your decision. These could be factors like cost, and time, or any other relevant aspects. 2. Assign Weights: Assign weights to each criterion based on its importance. Use a scale (e.g., 1 to 5) where a higher number indicates greater importance. 3. List Options:Identify the different options or alternatives you are considering. 4. Evaluate Options: Assess each option against every criterion. Use a scale to score how well each option meets each criterion. 5. Multiply Scores: Multiply the scores by the weights assigned to each criterion. Sum the results for each option to get a total score. 6. Decision: The option with the highest total score is often the preferred choice.

Decision matrix is a tool and not a silver bullet for making right decisions consistently. It is important for users to understand when and how to use the decision matrix. For effective use of decision tree, in my opinion, it needs the following: Users should be trained on when and how to apply the tool when it comes to evaluating criteria, applying weights and scales. Extract relevant data to analyze to support. Right stakeholders should be engaged during evaluation to use their expertise and knowledge. This also helps in early buy-in. Document all decisions, with decision matrix evaluation for future reference.

Invite relevant folks- -Define the important criterias and assign weightage to it -Define weightage depending upon the impact they have -Can identify 1/2 criterias as non negotiatable as in they are a must -Set up a call and close the decision.

KT Analysis is one of the best DT tool available only if the approach to use KT is independent and not biased or driven by consensus, has predetermined weightage and rationale is not subjective.

El hecho de usar una matriz de decisión, no ayuda a mejorar la decision. La decisión tendrá consecuencias que se podría pensar en disminuir el riesgo de tomar.una decisión no tan buena pero tampoco podría ser, ya que finalmente el tomador de decisiones se basará más en la experiencia y en las lecciones aprendidas para tomar una decisión que en la matriz.misma por tanto, hacer una matriz no mejorará la decisión

La matriz de decisiones, es una herramienta que puede ser de utilidad para un directivo, proporciona claridad y estructura. Prioriza estratégicamente, sistematiza el proceso y fomenta la participación. Asegura consistencia, gestiona riesgos, optimiza recursos y promueve la transparencia. Facilita la comunicación y se adapta a diversos contextos, contribuyendo a una gestión efectiva y eficiente del proyecto a realizar.

In my experience: - From a perspective of decision-making efficiency, it provides a structured process that minimizes unnecessary deliberation. - From a standpoint of conflict resolution, it establishes a systematic approach to objectively weigh alternatives. - From an angle of countering individual biases, it ensures a more objective and impartial evaluation process. - From a team's viewpoint, the inclusion of their input in the decision matrix enhances confidence and satisfaction, fostering a collaborative environment where each member feels valued. - From a strategic standpoint, it offers a transparent and objective basis for decisions, contributing to alignment with business goals.

From my perspective: 1. Clarity: decision matrices provide a clear visual representation of the decision-making criteria and options, helping to organize complex information 2. Objective Decision-Making: by assigning weights to different criteria, decision matrices allow for an objective assessment, minimizing the influence of personal biases 3. Consensus Building: when used in a group setting, decision matrices can facilitate discussions and consensus-building as the group collectively evaluates the different options. 4. Efficient Resource Allocation: by providing a structured framework for decision-making, decision matrices contribute to efficient allocation of resources and prioritization of efforts based on established criteria.

Transparency is key, providing clear and honest information on all the influencing elements in order to make an informed decision

La matriz de decisión es una buena herramienta para aunar criterios de equipo y mejorar la calidad en la forma de trabajar del mismo. En mi opinión, se debería incentivar su uso en ejecutivos y equipos de base para ayudarles a perfeccionar su toma de decisión, mejorando la productividad, disminuyendo riesgos de toda la cadena productiva

Estoy plenamente de acuerdo, una matriz no puede cargar con la responsabilidad del tomador de decisiones. Lo que si ayuda es a visualizar las.variables.de varios caminos y quizás considerar elementos no tenidos en cuenta para decisiones anteriores o quitar otros. Por ejemplo la asignación de criterios como alta tecnología es algo muy poco útil si la variable X de antemano se sabe que es muy poco susceptible de mejoras tecnológicas. En si misma también ayuda a disgregar variables en Y que solo con visualizar el fenómeno a estudiar no es posible intuir una valoración.

Es necesario el trabajo en equipo, recordar que nuestra visión es solo de 180° y la unica manera de ampliarla a 360° es cuando trabajas en equipo Si quieres que tu matriz de decisiones tenga éxito, considera el apoyo de quien consideres tenga puntos de vista críticos para su elaboración

El tema de toma de decisiones me gusta trabajarlo con una herramienta de coaching muy poderosa haciendo uso de la creatividad de los equipos para salirse del esquema tradicional y buscar la opción mas adecuada. Es un matriz de cuatro cuadrantes donde cada miembro del equipo expone su punto de vista acerca de la decision a tomar teniendo en cuenta lo siguiente: 1. Qué es lo que tenemos en este momento y queremos seguir conservando? 2. Qué es lo que no tenemos y queremos conseguir? 3. Qué es lo que no tenemos y no queremos tener? 4. Qué es lo que tenemos y no queremos tener? Al finalizar esta dinámica es más fácil ponderar y tomar decisiones teniendo en cuenta un plan de acción para llevarlas a cabo.