This document outlines steps for effective decision making, including defining the problem, determining requirements, establishing goals, identifying alternatives, selecting a decision making tool, evaluating feedback, and committing to a decision. It distinguishes between programmed and non-programmed decisions, and lists tips for making decisions, such as avoiding snap judgments, visualizing outcomes, and basing choices on objective facts. The overall goal is to guide decision-makers through a transparent process to select the best alternative.

1. Learning Ojectives
• learn what is decision and decision stages .
• Distinguish between DM and Problem Solving
• Difference between Programmed and non
programmed decision .
• List Six C’S Rule
• Explain Decision Making Process
• The13 steps before making effective decisions
• Summery

2. • Managers & Decision Makers
• To be a good Manger , You Must be a good Decision
Maker.
• Herbert Siomon , a Nobel Prize winner , has described the
Manger’s Decision Process into three stages
a) Intelligence b) Design and c) Choice
• Different between Decision Making and Problem Solving
• Programmed versus None Programmed Decision

3.  1. Construct.
 2. Compile.
 3. Collect.
 4. Compare.
 5. Consider.
 6. Commit.

4.  Construct a clear picture of
precisely what must be decided.
 Compile a list of requirements that must
be met.
 Collect information on alternatives that
meet the requirements.

5.  Compare alternatives that meet the
requirements.
 Consider the "what might go wrong" factor
with each alternative.
 Commit to a decision and follow through
with it.

6. 6
Evaluation
and
Feedback
Determine
Requirements
Define the
Problem
Establish GoalsIdentify
Alternatives
Select
Decision
Making Tool
Decision-
Making
Process
 
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

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

7. Decision Making Process
Step1 : Define The Problem
The Goal is to express the issue in a clear problem statement that
describes both the initial conditions and the desired conditions .
Step 2 : Determine Requirements
Requirements are conditions that any acceptable solution to the
problem must meet .
Step 3 : Establish Goals
Goals Go beyond the minimum essential must have ( Requirements )
to Wants and Desires .
Step 4 : Identify Alternatives
Alternatives offer different approaches for changing the initial
condition into the desired condition

8. Decision Making Process
Step 5 : Select a decision making tool
There are several tools for selecting a decision , Please see below
• Pros and Cons Analysis
• Kepner-Tregoe Decision Analysis (K-T)
• Analytic Hierarchy Process (AHP)
• Multi-Attribute Utility Theory Analysis (MAUT)
• Cost Benefit Analysis (CBA)
• Custom Tailored Tools

9. 5.1 Pros and Cons Analysis
Pros and Cons Analysis is a qualitative comparison
method in which good things (pros) and bad
things (cons) are identified about each
alternative. Lists of the pros and cons, based on
the input of subject matter experts, are compared
one to another for each alternative.

10. 5.2 Kepner-Tregoe (K-T) Decision Analysis
K-T is a quantitative comparison method in
which a team of experts numerically score
criteria and alternatives based on individual
judgments/assessments. The size of the team
needed tends to be inversely proportional to the
quality of the data available – the more
intangible and qualitative the data, the greater
the number of people that should be involved.

11. 5.3 Analytic Hierarchy Process (AHP)
AHP is a quantitative comparison method used to
select a preferred alternative by using pair-wise
comparisons of the alternatives based on their
relative performance against the criteria.
The basis of this technique is that humans are more
capable of making relative judgments than
absolute judgments.

12. 5.4 Multi-Attribute Utility Theory (MAUT)
MAUT is a quantitative comparison method used
to combine dissimilar measures of costs, risks, and
benefits, along with individual and stakeholder
preferences, into high-level, aggregated
preferences.
The foundation of MAUT is the use of utility
functions.

13. 5.5 Cost-Benefit Analysis
Cost-Benefit Analysis is “a systematic
quantitative method of assessing the desirability
of government projects or policies when it is
important to take a long view of future effects
and a broad view of possible side effects.”
CBA is a good approach when the primary
basis for making decisions is the monetary
Cost vs. monetary benefit of the alternatives.

14. 5.6 Custom Tailored Tools
Customized tools may be needed to help
understand complex behavior within a system.
Very complex methods can be used to give
straightforward results.

15. Step 6 : Evaluation and Feed Back
• the solution should be checked to ensure that it truly
solves the problem identified.
• Compare the original problem statement to the goals
and requirements.
• A final solution should fulfill the desired state, meet
requirements, And best achieve the goals within the
values of the decision makers.
• Once the preferred alternative has been validated, the
decision-making support staff can present it as a
recommendation to the decision-maker(s).
• A final report to the decision maker(s) must be written
documenting the decision process, recommending the
final solution.

16. Decision Levels
Three levels of decision have been identified:
1. Strategic.
Strategic decisions are the highest level. Here a decision concerns general
direction, long term goals, philosophies and values .
2. Tactical.
Tactical decisions support strategic decisions. They tend to be medium
range, medium significance, with moderate consequences.
3. Operational.
These are every day decisions, used to support tactical decisions. They are
often made with little thought and are structured. Their impact is
immediate, short term, short range, and usually low cost.

17. The following 13 tips are designed to help you make
powerful and effective decisions.
1) There is no right or wrong when you are making a decision.
2) Never make a snap decision about anything.
3) Make written notes when you are making a decision - perform a SWOT
analysis if you have to.
4) Avoid allowing your decisions to stack up.
5) If your decision is going to affect other people then talk to them.
6) When you've made a decision, stick to it.
7) When you have made your decision, and before you take any action on
it, think about what will happen if you take this course of action .

18. 8) When you have made a decision, commit yourself to it 100% and don't
let the what if's bother you.
9) Visualize the outcome of your decision .
10) Believe in yourself
11) Before you make any decision, review the facts that you have relating
to the decision.
12) Base your decisions on what feels right to you
13) Look at the objective of the decision.
These 13 steps will help you to make more effective decisions. Every day you
are faced with decisions from small ones, such as what to eat for
breakfast, to larger ones. Making effective decisions will help you to enjoy
life more.

19. Related Quotes
“Be sure you are right -- then go ahead.”
Davy Crocket.
“Doing what's right isn't hard -- Knowing what's
right is.” Lyndon B. Johnson.

20. Summary
• The goal of this presentation to help decision-
makers and their decision support staffs choose
and document the best alternative in a clear
and transparent fashion.
• The decision-making Process described in this
presentation are readily applicable to a wide
range of decisions
• The 6 c’s Rule and The 13 steps for more
effective decisions .