This document discusses tools and techniques for decision making. It defines tools as physical items used to achieve goals and techniques as systematic procedures or routines used to accomplish tasks. It then describes several decision making tools and techniques: nominal group technique, Delphi technique, brainstorming, multivoting, Pareto analysis, fishbone diagrams, and PMI analysis. For each technique it provides a brief explanation of how it works and how it can be used to make decisions. Finally, it states that when making decisions one should consider both the positives and negatives to avoid losses and allow for sustained growth, but that ultimately decisions must be made and the consequences accepted to remain in control.

1. Institute of Graduate School
Course Title: Educational Leadership (EM 211)
Topic: Tools and Techniques of Decision Making
Reporter: Maerafe Soyosa Parcero
Professional Lecturer: Prof. Ferdinand C. Gimeno
.

3. INTRODUCTIONINTRODUCTION
Running a business or school, making
the right decisions can lead to success,
while making the wrongs can result to
failure. While there are a wide variety of
decision-making techniques and tools,
many tend to revolve around the same
key principles of figuring out the decision
that needs to be made, considering and
researching the options and reviewing the
decision once it's been made.

4. Statement ofStatement of
the Problemthe Problem
1. What are the tools
and techniques of
decision-making?

5. tool is any physical item that can be used
to achieve a goal, especially if the item
is not consumed in the process.
Informally the word is use to describe a
procedure or process with a specific
purpose.
technique is a systematic
procedure, formula, or routine by which
a task is accomplished.
Definition ofDefinition of
terms:terms:
III.III.
Presentation/DiscussionPresentation/Discussion

6. Tools andTools and
techniquestechniques
of decisionof decision
makingmaking

7. 11. Nominal group technique
(NGT)
It is eliciting written questions, ideas, and
reactions from group members.
Consists of :
>Silently generating ideas in written.
>Round-robin presentation by group
members of their ideas on a flip chart.
>Discussing each recorded idea and
evaluate.
>Voting individually on priority ideas, with
group solution being derived
mathematically through rank ordering.

8. 2. Delphi technique
is a structured communication
technique, originally developed
as a systematic, interactive
forecasting method which relies
on a panel of experts.

9. Delphi TechniqueDelphi Technique
communication Structurecommunication Structure

10. 3. Brainstorming
The idea generating technique wherein a
Group members meet and generate diverse ideas
about the nature, cause , definition, or solution to
a problem without regard to questions of
feasibility or practicality. Through this technique,
individuals are encouraged to identify a wide
range of ideas. Usually, one individual is assigned
to record the ideas on a chalkboard.
Brainstorming may be used at any stage of the
decision- making process, but it is most effective
at the beginning, once a problem has been stated.

11. 4. Multivoting
A group decision-making
technique used to reduce a
long list of items to a
manageable number by
means of a structured
series of votes.

12. Benefits of MultivotingBenefits of Multivoting
Reduces a listeduces a list
prioritizes a listrioritizes a list
Identifies important itemsdentifies important items

13. 5. Pareto Analysis
Is a formal technique useful
where many possible courses of action
are competing for attention. In
essence, the problem-solver estimates
the benefit delivered by each action,
then selects a number of the most
effective actions that deliver a total
benefit reasonably close to the
maximal possible one.

14. Pareto Analysis – also known as
the "80/20 Rule" – which is the
idea that 20 percent of causes
generate 80 percent of results.
With this tool, we're trying to find
the 20 percent of work that will
generate 80 percent of the results
that doing all of the work would
deliver.

15. Pareto Analysis Example
Jack has taken over a failing service
center, with a host of problems that
need resolving. His objective is to
increase overall customer satisfaction.
He decides to score each problem
by the number of complaints that the
center has received for each one.

16. # Problem (Step 1) Cause (Step 2) Score
(Step 3)
1 Phones aren't answered quickly enough. Too few service center staff. 15
2 Staff seem distracted and under pressure. Too few service center staff. 6
3 Engineers don't appear to be well organized.
They need second visits to bring extra parts.
Poor organization and preparation. 4
4 Engineers don't know what time they'll arrive.
This means that customers may have to be in
all day for an engineer to visit.
Poor organization and preparation. 2
5 Service center staff don't always seem to know
what they're doing.
Lack of training. 30
6 When engineers visit, the customer finds that
the problem could have been solved over the
phone.
Lack of training. 21

17. Jack then groups problems together (steps 4
and 5). He scores each group by the
number of complaints, and orders the list
as follows:
Lack of training (items 5 and 6) – 51
complaints.
Too few service center staff (items 1 and
42) – 21 complaints.
Poor organization and
preparation (items 3 and 4) – 6
complaints.

19. 6. Fishbone diagram (cause and
effect)
Is drawn after a brainstorming
session, the central problem is visualized
as the head of the fish, with the skeleton
divided into branches showing
contributing causes of different parts of
the problem.

20. Fishbone diagram (Cause and effect(

21. 7. PMI ('Plus/Minus/Interesting)
Weighing the Pros and Cons of a Decision.
How to use:
Focused on selecting a course of action from
a range of options and check that it is going to
improve the situation draw up a table headed up
with: 'Plus', 'Minus', In the column underneath
'Plus', write down all the positive results of
taking the action. Underneath 'Minus' write
down all the negative effects. . In the
"Interesting" column, write down all of the
"interesting" implications and possible outcomes of
taking the action.

22. PLUS MINUS INTERESTING

23. EXAMPLE (DANIEL’S PMI)
Daniel's boss has unexpectedly
offered him a promotion. Daniel is
excited about the opportunity, but he
knows that there are several
downsides to leaving his current team
and taking on a new role. He decides
to weigh the pros and cons of the
decision using the PMI tool.

24. Plus Minus Interesting
Higher income (+4) Much more
responsibility (-2)
Challenge myself
professionally? (+4)
Get to meet new
people (+3)
Likely to be more
stress (-4)
Will be living in a
new area (+3)
Self-Confidence
improves (+5)
Have to sell house
and move (-5)
Must learn how to
manage others (-2)
+12 -13 +7

25. Daniel scores the table as
12 (Plus) – 13 (Minus) + 7 (Interesting) = +6
For him, the promotion will be
worth the stress and
inconvenience that comes with
the new role.

26. TOOLS AND TECHNIQUESTOOLS AND TECHNIQUES
OF DECISION MAKINGOF DECISION MAKING
Nominal Group Technique
(NGT)
Delphi Technique
Brainstorming
Multivoting
Pareto Analysis
Fishbone Diagram
PMI (Plus/Minus/Interesting)

27. IV. IMPLICATION
When it comes to making decisions,
one should always weigh the positives and
negatives consequences and should favor
the positive outcomes. This avoids the
possible losses to the organization and
keeps the company running with a
sustained growth. However, making the
decisions and accepting its consequences
is the only way to stay in control of your
corporate life and time.

28. V. References
http://en.wikipedia.org/wiki/
http://www.businessdictionary.com/definition/technique.html
http://www.balancedscorecard.org/portals/0/pdf/descntls.pdf
https://www.google.com.ph/url?sa=t&rct=j&q=&esrc=s&sourc
=web&cd=3&cad=rja&uact=8&sqi=2&ved=0CCcQFjAC&url=h
ttp%3A%2F%2Fwww.siue.edu%2F~marlove
%2FPowerpoint341%2FDecision_Making.ppt&ei=6NP9U9D
XHOa2igKimYDoBQ&usg=AFQjCNFogTa6WM0zgDQHm
CNtWdIE-TxN-A
http://www.mindtools.com/
http://www.businessnewsdaily.com/6154-pareto-analysis.html

29. MAERAFE S.MAERAFE S.
PARCEROPARCERO