DECISION MAKING TOOLS

Effective techniques and tools

ROSEMARIE C. LOPEZ | PROJECT PLANNING AND MANAGEMENT | 2021

Table of Contents
By the end of the session, participants will be able to:............................................................2
Decision-making is the thought process we use to choose the best solution from all
available options...................................................................................................................3

PAGE 1
LEARN
ING
OBJEC
TIVES
By the end of the session, participants will be able to:

 Understand Meaning and Process of Decision Making

 Understand the style in decision-making

 Discuss types of decision making tools and techniques

 Describe the behavioral aspects of decision making

 Discuss group and team decision making, including the

advantages and disadvantages of group and team decision making
and how it can be more effectively managed

 Describe the steps in decision-making process

 How to make decisions in crisis

PAGE 2
Pre-Learning
Activity

What is
Decision
Decision-making is the thought process we use
to choose the best solution from all available
options.

We make decisions every day.

Sometimes about small things like what to wear
to work or what to eat for dinner.
Some decisions are harder, like whether or not to
do something. As you get older and have more
responsibilities, the number of decisions you
make will continue to increase.

PAGE 3
PROBLEM SOLVING AND DECISION MAKING

Decision making is used in all aspects of project management. The

decisions that are made have wide-ranging effects on the project and can mean the
difference between success and failure. There isn’t one single Decision-Making
Technique that can be applied to all decisions made on a project. Every project has
a unique tool applicable to be used. there are a variety of techniques that can be
used. Choosing the correct technique/tool is as important as the outcome of the
decision-making process. Having access to many different techniques will allow a
project manager to choose the appropriate one for the decision that is being made.

Problem solving and decision-making are important skills for business and
life. Problem solving often involves decision-making, and decision-making is
especially important for management and leadership.

But how can we solve a problem? If we don’t know what’s the problem is.

The following are the steps in decision making:

We will be using here the acronym D-E-C-I-D-E or the decide model of
Kristina Guo, which was published last 2008 the DECIDE model of decision-
making, which has six parts:
 
1.      Define the problem. -identify the problem or determine the goal or objective of
the project
 
2.      Establish or enumerate all the criteria (constraints). - To organize your solution
or strategy it is important to clearly define the conditions of the problem or the
goal of the project as this will be your guide to make your evaluation and to decide
what tools or techniques you will be using to evaluate overall results.
 
3.      Consider or Collect all the alternatives. —in this step you will deliberate all
possible solutions and discuss the tools or techniques that you consider as the best
approach towards decision making. Which will be discussed in a while.
 

PAGE 4
4.      Identify the best alternative. —the project team should establish the best tool or
technique for that specific problem or objective of the project.
 
5.      Develop and implement a plan of action. —Perform the chosen technique and
implement the process and procedures. It is putting the project plan into action.
 
6.      Evaluate and monitor the solution and examine feedback when necessary. —
Lastly, always check the progress of your project, as possible assess periodically.
And if necessary, make improvements.

DECISION

PARETO
ANALYSIS
Pareto analysis is a formal technique for finding the changes that will give the
biggest benefits. It is useful where many possible courses of action are competing
for your attention. It uses the classic 80/20 rule, wherein it premised from the idea
that 80% of a project’s benefit can be achieved by doing 20% of the work.
The purpose of this analysis is to observe the problems and determine their
frequency of occurrence. This, in turn, gives you the information you need to
prioritize your effort to ensure you are spending your time where it will have the
most positive impact.

To carry out the pareto analysis:

1. Identify and list problems--do a list of all problems that need to be

resolve. You can do surveys, gather feedbacks and check all data sources.
2. Identify the root cause of each problem—find the root cause of each
problem
3. Score problems—By importance, score the listed problems. This will
depend on the sort of problem that you’re trying to solve.
4. Group problems together—Since you have identified the cause of
each problem, you need to group it together by common cause.
5. Add up scores for each group—For each group you identified, add up
the scores. The one with the top score should be your highest priority.
Descending up to the lowest score will be your lowest priority.

PAGE 5
6. Take Action- finally, take action; taking consideration the highest
scoring problem will likely have the biggest payoff once fixes, so start
solving this one first. And so on.
PAIRED COMPARISON
ANALYSIS

PAIRED COMPARISON ANALYSIS - It is an easy and useful technique for

evaluating a small range of options by comparing them against each other.

This helps you work out the importance of a number of options relative to
each other. It is particularly useful where you do not have objective data on
which to base this decision.

This tool helps you compare ideas in pairs. You have to compare one idea
with the other send evaluate which of the 2 is better. Hats because it is
called paired comparison.

Also, comparison analysis is based only on your view, all your current
knowledge about the potential of both ideas. You may or may not have
actual data for your views.

Follow these steps to use this technique:

1. List the options you will compare. Assign a letter to each option.

2. Mark the options as row and column headings on the worksheet. This is
so that you can compare options with one another.

3. Compare the option in the row with the option in the column. decide
which of the two options is most important, and write down the letter of
the most important option in the cell.

4. The cells on the table where you will be duplicating a comparison are
also blocked out.

5. Within the remaining cells compare the option in the row with the one
in the column. For each cell, decide which of the two options is more
important. Write down the letter of the more important option in the cell,

PAGE 6
 and score the difference in importance from 0 (no difference) to 3 (major
difference).
6. Finally, consolidate the results by adding up the total of all the values for
each of the options. You may want to convert these values into a percentage
of the total score.

GRID
ANALYSI
SGRID ANALYSIS/ DECISION MATRIX ANALYSIS- This is a framework for
evaluating ideas and making decisions which uses a set of weighted criteria to rank
the ideas. This is also a systematic, quantitative, and visual approach to making
strategic business decisions.

What makes it different from the previous PAIRED COMPARISON ANALYSIS is

that objectives, values are very obvious and it is systematically identify, analyze
and rated. Elements of decision matrix show decisions based on certain decision
criteria…. The basic component to a successful decision-making analysis are
reliable probabilities and outcome values.

Steps to create a decision matrix analysis:

1. Identify your options.

2. Identify important considerations and factors in your decision.
3. Create your decision matrix
4. Finally, add weighted scores for your options. The option that scores the
highest wins.

NOMINAL GROUP
TECHNIQUE

Nominal (meaning in name only) group technique (NGT) is a structured

variation of a small-group discussion to reach consensus. NGT gathers
information by asking individuals to respond to questions posed by a moderator,
and then asking participants to prioritize the ideas or suggestions of all group
members.

PAGE 7
 The nominal group technique is used for a meeting with a small group of
participants with the aim of producing and prioritizing ideas about a particular
topic. The technique supports planners and managers in engaging selected
stakeholders to participate in a productive dialogue and to generate ideas before
decisions are made or programs are developed. Furthermore, the nominal group
technique is used to support consensus planning for the purpose of prioritizing
issues. In addition, this technique can be applied when you want to assure all
members participate freely without negative influence from other participants.

STEPS IN NOMINAL GROUP TECHNIQUE PROCESS

Step 1: Presentation of the Issue

The facilitator first describes how the meeting should be conducted and what is
expected of the participants. Then, the topic of the discussion is presented. It is
advisable to provide participants beforehand with detailed information on the
meeting, so that they are well prepared. The facilitator has to make sure that the
participants do clearly understand the issue and its question before moving on to
the second step.

Step 2: Individual Brainstorming

Participants are given five minutes to individually and silently write down all of
their ideas for the question on the notepaper which is provided. Participants are
encouraged to be creative with their answers and not be restricted by budgetary
constraints or current regulations of the site. The facilitator should remind the
participants that this is a time for individual brainstorming and the participants
have to be instructed that everyone should remain quiet the entire time.

Step 3: Documentation

After the brainstorming session, each participant is asked to explain one of the
opportunities on his or her list. As the participant read his or her opportunity, the
note-taker writes down the opportunity exactly as stated. Statements are recorded
and assigned an individual number by the note-taker on flipchart paper in front of
the room. During this step, extensive discussion of an idea is discouraged unless
further clarification is necessary. Participants are encouraged to build upon each
other’s ideas and write down any new ideas as the meeting progressed.

PAGE 8
The facilitator goes around the room in a round-robin style until all participants’
lists are exhausted.

Step 4: Consolidation and Review of Ideas

To help clarify and reduce any duplication of ideas, participants are asked to look
over all the statements listed on the flip chart paper posted around the room. In a
serialized fashion, each idea is discussed. If all participants agree to combine or
delete any opportunities, the note-taker combines or crosses out those items.

Step 5: Ranking
Participants are directed to look at the flipchart papers posted around the room
and asked to select and score their most preferred opportunities (e.g., with colored
stickers, or marks). After individually listing and ranking their top opportunities,
each participant then marks his or her scores next to the numbered opportunity
on the flipchart. Instead of marking scores directly onto the flipchart, a number of
different methods may be used, including filling out worksheets or colored with
the statement and importance score identified. Similarly, the exact number of
preferred ideas participants select is flexible and depends upon several factors,
including the number of ideas generated and the level of consensus needed. For
example, if participants only generate 15 ideas, then the top five is probably
sufficient.

Step 6: Compilation of Results to be use for the next phase of the decision-
making process.

PAGE 9
 NOMINAL
ADVANTAGES GROUP DISADVANTAGES
TECHNIQUE

The nominal group technique may

The nominal group technique is more feel somewhat mechanical to some
structured than the traditional focus members. This can be minimised to
group approach; some extent by ensuring that the
Using a nominal group technique, facilitator shows flexibility in process
everyone in the group is given an and implementation
opportunity to contribute to the Even tough there is a range of group
discussion, while avoiding the sizes with which the nominal group
likelihood of one person dominating technique can be used; it is hard to
the group process; implement it effectively with large
This tool generates and clarifies a groups unless very carefully planned
large number of ideas quickly, and beforehand
democratically prioritizes them; Is regimented and lends itself only to
It encourages participants to confront a single-purpose, single-topic meeting
issues through constructive problem It minimizes discussion, and thus
solving; does not allow the full development of
Typically provides a greater sense of ideas, and therefore can be a less
closure than can be obtained through stimulating group process than other
group discussion; techniques
It encourages the integration of new This tool requires extended advance
members; preparation, which means that it
It provides time to think about the cannot be a spontaneous technique
question in silence before responding Good ideas can be voted out because
its potential cannot be developed
further

PAGE 10
 MULTICRITERIA ANALYSIS

Multi-Criteria Analysis (MCA) is a decision-making tool developed for

complex problems. In a situation where multiple criteria are involved confusion
can arise if a logical, well-structured decision-making process is not followed.
Another difficulty in decision making is that reaching a general consensus in a
multidisciplinary team can be very difficult to achieve. By using MCA, the
members don't have to agree on the relative importance of the Criteria or the
rankings of the alternatives. Each member enters his or her own judgements, and
makes a distinct, identifiable contribution to a jointly reached conclusion.

Typically, the methods deal with multiple conflicting evaluation criteria to

select a single alternative or rank the alternative solutions to a decision-making
problem.

The process of multicriteria analysis method:

1. Defining the objective

Before you can get started on a multi-criteria analysis, you need to clearly define
the context of your analysis. The context accounts for the present situation, key
players, and stakeholders in the decision-making process. Advantages of a clearly
defined context are:

 Optimal allocation of resources towards accomplishing the objectives

 Improved communication between the different parties involved
 And facilitating multiple additional options

2. Identify the criteria or options available

An Multiple Criteria Decision Analysis (MCDA) compares multiple different

options to one another. Whether pre-established or yet to be developed; all
options are subject to being changed and influenced.

PAGE 11
This is why all the options need to be adjustable even though the analysis has
already started. Options are often formulated on a go/no-go basis. The
consequences tied to each option determine whether they lead to a go or no-go
decision.

3. Decide the objectives and select the right criteria that represent the value

Consequences play an integral role in the Multiple Criteria Decision Analysis

(MCDA). Criteria represent clearly defined standards by which the different
options can be measured and compared, as well as expressing the different levels
of value each option creates.

As such, the making of decisions in an Multiple Criteria Decision Analysis (MCDA)

frequently comes down to matters of judgement. Objective assessments aren’t
always possible.

4. Measure out each of the criteria in order to discern their relative

importance

Just choosing the right criteria won’t suffice to combine and analyze the different
scales of choice. One preference unit isn’t necessarily the same as another.

The weighting of different criteria therefore not only shows the difference between
options but also how relevant this difference is. For example, safety might weigh
less heavily on the buyer’s mind than maintenance costs, because he considers it
less important.

5. Calculate the different values by averaging out weighting and scores

The relative priority scores are calculated. The general preference score is the
weighted average of all criteria.
The scores of each criterion are than added together. The total sum of which
comprises the preference score.

After calculating the totals, the outcomes can be ordered to see which option This
most suitable based on the different preference scores they’ve been given.

PAGE 12
Multiple Criteria Decision Analysis (MCDA) ADVANTAGES

The use of a multi-criteria analysis comes with various advantages when compared
to a decision-making tool not based on specific criteria:

 It’s open and explicit

 The chosen criteria can be adjusted
 Many different actors can be compared with one another
 A Multiple Criteria Decision Analysis (MCDA) grants insight into
different judgements of value
 Performance measurements can be left to experts
 Scores and weights can be used as reference
 It’s an important means of communication between the different
parties involved in the decision-making process

Multiple Criteria Decision Analysis (MCDA) DISADVANTAGES:

 Requires a higher level of effort than does some other analysis procedures
because information regarding each potential solution (intervention,
activity, and so on) is necessary for accurate comparisons. As a result,
additional time and resources may be required; therefore, you may prefer to
use this method only for high cost or high-priority needs.
 The multicriteria analysis process can be manipulated by only selecting
comparison variables that favor a preferred activity. Or other participants
can manipulate their weightings on variables so they produce the results
they desire. Such challenges can be controlled, but you have to be aware of
the risk in order to ensure that this manipulation doesn’t happen to you.

Tips for Success in Conducting Multiple Criteria Decision

Analysis:

• Don’t get carried away with adding too many variables to the comparison. It is
best to stick to the top five or six highest-priority variables and then to collect valid
information for each alternative intervention or activity
. • Remember that no rule says you can select only one activity or solution. As you
complete the analysis, keep in mind that a combination of one, two, three, or more
potential activities or solutions may be the right choice for your organization and
the identified need.

PAGE 13
• As another alternative, ask participants to choose from options that include
different levels of performance characteristics (for example, would you choose a
solution that achieves 80 percent of the desired results over the next three years if
it costs twice as much as the solution that achieves 50 percent of the desired
results?). Each question in this format should include at least two of the
performance characteristics at opposing levels so that you can move participants
toward making a decision about which are the higher-priority characteristics in
relation to the others. This procedure is an adaptation of analytic hierarchy
process, another form of multicriteria analysis.

TABLETOP ANALYZES

Tabletop analyses are a facilitator –led based discussions that used in wide
variety of settings to identify gaps, performance deficiencies, and
communication problems in a system
And are discussion-based sessions where team members meet in an
informal, classroom setting to discuss their roles during an emergency and
their responses to a particular emergency situation. ... Full-scale exercises are
conducted by public agencies. They often include participation from local
businesses.
To conduct a tabletop analysis here are the steps to remember:
1. n (a) systematically work through, discuss, and refine the problem focus; -
determine the specific scope by focusing on what functions or elements should be
analyzed
(b) develop a strategy for analyzing the problem; -facilitate a discussion by
discussing the specific types of information required to answer the key unknowns
about the problem
(c) collect data on the basis of the analysis plan; -
(d)  analyze the data to determine the specific performance gaps;
and (e) identify potential solutions for the performance gap. —solutions should be
aligned with the original purpose of the discussions.

PAGE 14
ADVANTAGES of tabletop analysis:
1. Low-cost ---You do not require access to a lot of resources to conduct a
tabletop analysis. This technique is not expensive to use in terms of
material requirements.
2. Time requirements are minimal--• Tabletop analyses are usually
conducted over a time frame of only a few hours, so the time requirements
for participants are minimal. Note, however, that the time required to
effectively prepare and analyze the tabletop analysis is longer. •
3. Employee participants learn about the needs assessment process and key
issues (such as goals, gaps, actual, and ideals) through their active
participation and are, therefore, able to create awareness of such issues in
their on-the-job environment.1 •
4. Tabletop exercises generally require participants to review performance
related documents and to participate actively in discussions about the
performance environment. The tabletop analysis can, therefore, yield much
information in a short time span, potentially reducing the necessity for
extensive use of other techniques and tools to complete the needs
assessment.

Of course, not every method is perfect. Here are some DISADVANTAGES of

TABLETOP ANALYSIS:
1. May not be a true test of the effectiveness of a system’s performance
The tabletop analysis process is a discussion-based approach to analyzing
performance within a system. Because no simulation and no on-the job
performance observations are conducted, the tabletop analysis may not be a
true test of the effectiveness of a system’s performance
2. Active participation is an essential ingredient in the process
If you are not able to secure the involvement of key participants, the
effectiveness and accuracy of the tabletop analysis will be hampered
significantly. • Active participation and dialogue are an essential part of this
technique. If the facilitator cannot enable a high level of active engagement
during the technique, then the amount of insight gained from the activity is
very limited. •
3. The activity requires two sessions (or meetings), with some work being
done by group members in between sessions

PAGE 15
TIPS for success in conducting a tabletop analysis:

1. Carefully select the participants for the tabletop analysis. Consider

including experts, decision makers, supervisors, and current employees
in the activity. The specific participants in the tabletop analysis should
be aligned with the specific goal of the activity.

2. Because facilitation is an essential ingredient for the success of the

tabletop analysis, select an experienced facilitator for implementing this
technique.

3. The facilitator should be well informed about the topics of discussion,

including potential areas of sensitivity among tabletop participants.

4. Develop and distribute materials about the goal, focus, and purpose
ahead for the scheduled activity of the tabletop analysis. These materials
will ensure that the tabletop analysis can get under way most efficiently.

5. Limit the length of each tabletop analysis session. Each session should
generally not last more than 3–4 hours.

6. Consider recording the actual tabletop analysis, thereby giving you the
option at a later date to revisit the information shared during the
activity. If you decide to record the session, make sure that you inform
all of the participants and that you identify a secure way of storing the
recorded data so that participants do not have to be concerned about
their participation in the tabletop analysis negatively affecting them
professionally.

7. Control the size of the group for the tabletop analysis. To be effective
and manageable, the size of the group of participants should generally
range from between 5 and 15 participants.

PAGE 16
 PAIR-WISE COMPARISON
TECHNIQUE

Pairwise comparison generally is any process of comparing entities in pairs to

judge which of each entity is preferred, or has a greater amount of some
quantitative property, or whether or not the two entities are identical. 
Paired Comparison Analysis (also known as Pairwise Comparison) helps you work
out the importance of a number of options relative to one another.

This makes it easy to choose the most important problem to solve, or to pick the
solution that will be most effective. It also helps you set priorities where there are
conflicting demands on your resources.

The tool is particularly useful when you don't have objective data to use to make
your decision. It's also an ideal tool to use to compare different, subjective options,
for example, where you need to decide the relative importance of qualifications,
skills, experience, and teamworking ability when hiring people for a new role.

The pairwise comparison technique processes:

1.Assemble the team—assigned a group for the activity
2. List options for comparison-make a list of all the options that you want to
compare to a group
3.Determine criteria for comparison—Identify criteria
4.Compare options against each other—score the difference in importance
between the options
5.Sum the score for each option—consolidate the results.
6. Use the rankings for the next phase—or you can adjust the results if necessary.

PAGE 17
ADVANTAGES AND DISADVANTAGES OF PAIR_WISE COMPARISON:
Advantages:
 A pair-wise comparison is easily done and can be completed quickly during
a group discussion to progress toward a decision or recommendation.
 Criteria for comparing options can remain informal, thereby letting
participants make judgments that are based on their experience and
expertise
Disadvantages:
 Pair-wise comparisons do not provide the level of detail or sophistication of
a multicriteria analysis.
 Although criteria for making comparisons are discussed within the group,
each participant may apply varying criteria (without public disclosure to
other group members) when making comparison.

2x2 MATRIX DECISION AIDS

The 2x2 Matrix is a decision support technique where plots options on a two-by-

two matrix. Known also as a four blocker or magic quadrant.

The matrix diagram is a simple square divided into four equal quadrants. Each axis
represents a decision criterion, such as cost or effort. Each axis is divided into two

sections (for example low cost/high cost and easy/difficult). This makes it easy to

visualize the options that are low cost and easy, and low cost and hard.

We can Use 2 × 2 matrix decision aids to assist in identifying the priorities,

selecting solutions or activities, facilitating group discussions, or verifying that you
have examined the issues identified in the needs assessment from multiple
viewpoints.

PAGE 18
Process Overview of the 2x2 Matrix Decision Aids:

1. Create either a list of the needs (or gaps in results) that were already identified
in the needs assessment process or a list of the potential activities (or solutions)
that you are considering as recommendations that are based on the needs
identified during the assessment. It is best not to mix the two (needs and
solutions). If you want to gain perspectives on both the prioritization of the needs
and the prioritization of potential interventions, then conduct two separate
applications of the 2 × 2 matrix decision aid.

2. Identify representatives from other groups with varying perspectives on the

issue (for instance, agency managers, new employees, field employees, central or
headquarters employees, donor institution representatives, government ministry
officials, community members, or other develop.

Advantages and Disadvantages:

Advantages
• A 2 × 2 matrix decision aid can ensure that multiple perspectives are considered
when needs assessment findings are prioritized.
• The results of a 2 × 2 matrix decision aid can help you communicate with others
when prioritizing needs, identifying appropriate solutions, or justifying decisions.
• You can use a 2 × 2 matrix decision aid to expand on needs assessment findings,
including information on the preferences of differing groups regarding what
should be done in response to identified needs.
• A 2 × 2 matrix decision aid allows for potential positive and negative
consequences to be considered prior to decision making.
• Using this technique, you can compare and contrast the value of taking an action
(or selecting a need as a high priority, or implementing a solution) to not taking an
action (or not selecting a need as a high priority, or not implementing a solution).
Too often the latter—decisions not to do something—are not considered for their
potential consequences or payoffs.
• A 2 × 2 matrix decision aid ensures that multiple perspectives are included in
decisions regarding all needs and potential solutions, thus avoiding a situation

PAGE 19
where needs assessment data are simply used to confirm preexisting perspectives
about what should be done.

Disadvantages:
• A 2 × 2 matrix decision aid can be more limited than other tools or techniques
(for example, SWOT or brainstorming) for generating ideas about what to do next.
• A 2 × 2 matrix decision aid typically requires that all stakeholders value the
perspectives and potential differences between groups within the organization
• The analysis of this technique is only as useful as the quality of information
available from the needs assessment.
• Identified comparative characteristics in each “cell” of the 2 × 2 matrix decision
aid are only listed, and not prioritized or given differentiating weights.

FISHBONE DIAGRAMS

The fishbone diagram—so called because of its resemblance to a fish skeleton—is

a cause-and-effect diagram that can be used to identify the potential (or actual)
cause(s) for a performance problem. Fishbone diagrams provide a structure for a
group’s discussion about the potential causes of a problem. A fishbone diagram,
also known as Ishikawa diagram or cause and effect diagram, is a tool used to
visualize all the potential causes of a problem in order to discover the root causes.
The fishbone diagram helps one group these causes and provides a structure in
which to display them. When applied correctly, it ensures that you address the
actual cause of the problem and don’t just implement a superficial solution.

A fishbone diagram is a visual way to look at cause and effect. It is a more
structured approach than some other tools available for brainstorming causes of a
problem (eg, the Five Whys tool). The problem or effect is displayed at the head or
mouth of the fish.

PAGE 20
Fishbone diagram process overview:

Step 1. Define the problem- The first step to solving any problem, and the key to
a successful fishbone diagram, is to correctly define the problem.

The first step to solving any problem, and the key to a successful fishbone diagram,
is to correctly define the problem. When a problem is clearly defined, it is easier to
identify causes that affect the metric directly. It also encourages evaluating data to
determine whether there is really a problem or not.

Step 2 – Decide on key categories of causes

Once the problem has been properly defined, one must then decide what areas of
the problem or process are key to determining the actual cause.

Step 3 – Determine actual causes of the problem

Now that the areas are defined, we go through each one and try to determine all
the individual influences that can affect our output. We look at each category and
list everything that we can think of, which falls within it.

Step 4 – Using tools to plan the way forward

A fishbone diagram does not lead to solutions on its own. Further tools are needed
to identify the effect that each cause has on output, and ultimately select the
causes you want to control.

ADVANTAGES AND DISADVANTAGES of fishbone diagram:

Advantages:
1.Fishbone diagrams permit a thoughtful analysis that avoids overlooking any
possible root causes for a need.

2-The fishbone technique is easy to implement and creates an easy-to understand

visual representation of the causes, the categories of causes, and the need.

PAGE 21
 3- By using a fishbone diagram, you are able to focus the group on the big picture
as to possible causes or factors influencing the problem or need.

4-Even after the need has been addressed, the fishbone diagram shows areas of
weakness that—once exposed—can be rectified before causing more sustained
difficulties.

Disadvantages
- The simplicity of a fishbone diagram can be both its strength and its weakness.
As a weakness, the simplicity of the fishbone diagram may make it difficult to
represent the truly interrelated nature of problems and causes in some very
complex situations.

POST LEARNING ACTIVITY:

MAKE A FAMILY BUCKET LIST

Decide what
will be your
highest
Brainstorm a priority goals
list of for the family
experiences or within the
achievement year.
Gather the goals
family
together, grab
some paper
and some
marker

PAGE 22
“In every important decision we make, we will rarely have 100% of the information

needed for a good decision no matter how much you will research or wait. Definitely,

if you wait too long, you have a different problem and start all over. It is often said

that a wrong decision taken at the right time is better than the right decision taken at

the wrong time.”

References:

https://www.wesharescience.com/na/guidebook/Section%203B.pdf

https://www.fcps.net/cms/lib/KY01807169/Centricity/Domain/3962/Budget%20and
%20Staffing/decision_tools.pdf

PAGE 23