Decisi
on Making and Analytical Models
D
ecision
Making Models
The Vroom
Yetton
Jago Decision Model
: Deciding How to Decide
The Kepner
Tregoe Matrix
: Making Unbiased, Risk
Assessed Decisions
OODA Loops
: Understanding the Decision Cycle
The Recognition
Primed Decision (RPD) Process
: Making Good Decisions Under Pressure
Choosing Between Options
Grid Analysis
:
Making a Decision By Weighing Up Different Factors
Paired Comparison Analysis
: Working Out Relative
Importance
The A
nalytic Hierarchy Process (AHP)
: Choosing By Weighing Up Many Subjective Factors
Conjoint Analysis
: Measuring Buyer Preferences
Pareto Analysis
: Choosing the Most Important Changes to Make
Decision Tree Analysis
: Choosing by Projecting "Expected Outcomes"
The Quantitative Strategic Planning Matrix (QSPM)
: Choosing the Best Strategic Way Forward
The Futures Wheel
: Ident
ifying Future Consequences
Deciding Whether to Go Ahead
Go/No Go Decisions
: Deciding Whether to Go Ahead
Risk
Analysis and Risk Management
: Evaluating and Managing Risks
Plus, Minus and Interesting
: Weighing the Pros and Cons of a Decision
Force Field Analysis
: Analyzing the Pressures For and Against Change
"What If" Analysis
: Making Decisions by Exploring Scenarios
Impact Analysis
: Identifying the Full Consequences of Change
Business Experiments
: Taking Intelligent Risks
Financial Decisions
Cost
Benefit Analysis
: Deciding, Quantitatively, Whether to go Ahead
Break
Even Analysis
: Determining When a Product Becomes Profitable
Net Present Value (NPV) and Internal Rate of Return (IRR)
: Deciding Whether to Invest
Cash Flow Forecasting
: Foreca
sting the Impact of a Financial Decision
Improving Decision Making
Avoiding Psychological Bias in Decision Making
: How to Make Objective Decisions
The Ladder of Inference
: How to Avoid Jumping to Conclusions
Decision Making Under Uncertainty
: Making the Best Choice with the Informat
ion Available
"Cautious" or "Courageous"?
: Understand Your Risk Preference, and Make Better Decisions
Six Thinking
Hats
: Looking at a Decision From All Points of View
Critical Thinking
: Developing the Skills for Successful Thinking
Blindspot Analysis
: Avoiding Common "Fatal Flaws" in Decision Making
Reactive Decision Making
: Making Good Decisions Under Pressure
Linear Programming
: Optimizing Your Limited Resources
Monte Carlo Analysis
: Bringing Uncertainty and Risk Into Forecasting
The Impact of Ethics and Values
The Foursquare Protocol
: Learning to Manage Ethical Decisions
What Are Your Values?
: Deciding What's Most Important In Life
Spiral Dynamics
: Understanding How People's Values May Affect Their Decision Making
Group Decision Making
Organizing T
eam Decision Making
: Reaching Consensus for Better Decisions
Multi
Voting
: Choosing Fairly Between Many Options
The
Stepladder Technique
: Making Better Group Decisions
The Delphi Method
: Achieving Consensus Among Experts
Avoiding Gr
oupthink
: Avoiding Sometimes
Fatal Flaws in Group Decision Making
Hartnett's CODM Model
: Developing Solutions Collectively
How good is your decision making skills? Want to find out?
Take this short quiz to assess your current
decision
making skills:
http://www.mindtools.com/pages/article/newTED_79.htm
Want to validate your expertise and knowledge for making
critical decisions?
Take the
Certified Analytics
Professional (CAP
®
) certification offered through Informs
the Institute for Operations Research and the
Management Sciences
. Find out more by
visiting
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Certification
.
“Successful leaders have the courage to take action while others hesitate.” John
C. Maxwell