Tools and techniques for making collaborative decisions in complex environments. The approach outlined herein uses individual weighted decision matrices, which are compiled into a final numerical score of fitness. The presentation links to freely available templates for use and the supporting detailed method.

1. Structured Group
Decision Making
Process and
Tools for
Distributed
Groups
By Don Krapohl
www.augmentedintel.com

2. Clarity in Complexity
• Globally-distributed groups have natural
barriers to making decisions in a
structured and defensible manner
– Proximity and communication
– Relatively strong or weak personalities
– Localization bias
– Ineffective tools, methods, or facilitation
– Mixed acceptance of final decision

3. Structured Decision Making
• Analyzing problem facets, options, and
how they address the ultimate fitness of
the solution is possible with the right
method:
1. Bring together the right people
2. Define the problem
3. Use a structured, quantitative approach
4. Focus on the contentious
5. Define the conclusion
6. Establish the top-level milestones

4. The People Dimension
• Start with and include each individual with
expert knowledge of, accountability for, or
leading consumer of the product or
service in question.
• Select a single facilitator to walk through
the decision process.
• Ensure full end-to-end participation of
everyone.

5. Problem Definition
• The facilitator must get all parties to
agree on what problem is being solved.
• The problem statement must be explicit.
– Good statement: Realign global software
engineering divisions for clear
communication and pooled resources.
– Poor statement: Fix reporting and use
resources better.

6. Group Decision Methods
• Collaborative decision-making is most
effectively performed by:
– Creating an authoritative list of required
attributes the outcome must solve or present
– Allowing each individual to decide their
perceived importance of the attribute/factor
– Allowing each individual to rate how well
each option addresses the factors.
– Gathering and analyzing for a final decision

7. Decision Templates
• Strategic collaborative decision templates for group
decision making and results analysis is available free at
http://www.augmentedintel.com/content/articles/templates/group_decision
_support_decision_matrix.xlsx. The template includes
supporting calculations and results visualization.
• The process in detail
http://www.augmentedintel.com/content/articles/group_strategic_decision_
making_with_weighted_decision_matrix.asp including the
explanation of results analysis and tests to show if a
small group is highly influential in the outcome.

8. Facilitator De-confliction
• Once all weighted decision matrices are submitted the
facilitator determines the most agreed-upon factors and
gets agreement to set those aside.
• Begin with the least contentious factors and ask
questions to discover the reasons behind the disparate
results. Avoid bias as a facilitator. One good approach
is to repeat a summary of what the person said and ask
for group discussion.
• Resolve all conflicts until a clear winner is shown in the
quantified outcome.

9. State the Outcome
• Write out in a white paper or other
decision document which option was
selected, the factors and options
analyzed, and the final scores for each
option.
• Ensure each member of the group
receives a copy of the paper with the
completed decision template showing all
scoring information.

10. Be Proactive
• To reinforce a measure of consensus,
gather a list of milestones required to
implement the solution. This will add
weight to the result and get the follow-on
process running more quickly.

11. Bringing it Together
• Get the experts
• Agree on what you’re trying to achieve
• Use a transparent, quantifiable, and structured
approach
• Negotiate the disagreements until a winner emerges
• Quickly outline a plan
Performed in this way it is possible for global
teams with broadly differing agendas to make
more explicitly analyzed decisions.

12. QUESTIONS?

13. About the Author
• Don Krapohl has 17 years as chief technologist and
senior decision support architect for many global
business intelligence enterprises as well as the US
Government’s Intelligence apparatus. His website
including articles, applications, and research datasets is
at www.augmentedintel.com and includes all of his
current contact information.