Assignment 1Discuss how to access team productivityWhat con.docx

Assignment 1
Discuss how to access team productivity:
What conditions need to be in place for teams to excel and why?
Suggestion ways to design teamwork so that threats to
performance is minimized
As a manager, how would you reward teamwork?
Instructions:
· Significant at least 300 words and require some information
from the text, academically reviewed papers, some significant
commentary that requires knowledge of the subject matter, a
web link to an article or other source in order to be accepted
· Provide appropriate APA in-text citations and references.
Allison and James Stewart recently attended a birthday party for
their 10-year-old granddaughter, Shirley. During the party, the
children were all given a chance to make their own popcorn and
add flavors and colors to the popped corn. The children could
add caramel, butter, chili pepper, cocoa powder, or dried cheese
flavoring. The girls were delighted with the idea of mixing the
flavors to their taste, which in some cases were delightful and
others not so much. The fun was in the mixing and the girls
were delighted. Allison and James, recent retirees, were looking
for a new small business to start and they immediately latched
onto this idea: Why not produce popcorn flavors? On second
thought why not produce snack flavors in general? Why not
produce flavors for popcorn, pretzels, and potato chips that
people could mix and match to their taste - A gourmet flavor
treat for all ages. Flavor “N” Snack (FNS) was born.

FNS makes 18 powdered flavor basics that when heated in a
microwave for seconds would add flavor to most snack foods.
The powders come in flavors like masala, Thai green chili,
honey and mustard, chili, malt vinegar and sweet flavors like
orange chocolate, salty caramel, and honey apple. The flavors
are packaged in plastic jars with shaker lids for easy dispensing.
Online instructions for hosting tasting parties are included in
the packaging.
Allison and James do all the product purchasing, mixing,
bottling, labeling, packaging and shipping of the product in the
basement of their large home. Their teenage grandson has
created a web page for them and helps with online orders.
Currently after six months in business FNS is selling about 875
bottles each month. The couple took the FNS products to a
recent Sweets and Snack Expo in California and were surprised
at the response received. They received a contract from several
small boutique chains looking for clever food gift ideas. This
contract will increase their output by about 300 bottles per
month alone. They also learned from other conventioneers that
the holiday season would give them a big jump in sales as
people look for hostess gifts, stocking stuffers, party ideas, and
gift guides for new ideas. In fact, the conventioneers suggested
the Stewarts increase their existing production as much three
times. Allison and James can increase sales more if they
increase production. Encouraged by positive reactions from the
convention sales and a new listing posted in two national gift
guides, the company’s July revenue was $6,500. FNS’’s gross
margin ranged from $3 to $5 on each bottle, depending on the
ingredients. At this time, the website is doubling its orders.
The holiday season is upon FNS and Allison and James are at a
crossroads in their business. They cannot be sure the products
will take off, but they want to be ready just in case. The idea of
not having enough inventory for the season and disappointing
customers is unsettling to James and Allison. The couple cannot
be seen as unreliable to first-time customers. It is also true that
keeping down expenses is critical because the company is self-

financed and the couple does not want to touch their 401K
pension funds to fund FNS.
Allison and James have studied the market and although
uncertain that they will reach their sales goals it seems likely
that to fill all their possible sales the couple would have to
produce 6,000 bottles per month starting in September through
December.
James estimates that he will need two additional full-time
workers in October, mainly for production; an extra three and a
half workers in November, for production and shipping; and one
and a half workers in December, mainly for shipping. The
couple has examined a few options to meet the huge increase in
production:
· One option they considered is asking friends and family to
help in exchange for food and laughs. The problem is that other
commitments may diminish the volunteers’ participation as the
holidays, school schedules and work demands consume their
time. They are likely not to be reliable as time nears the holiday
week. Further, James and Allison know that family and friends
cannot be managed like salaried workers, and hurt feelings may
result. Although the most cost-effective measure would cost
$1800, easily payable from their bank account, Allison and
James worry they may not meet the goal without losing some
family or friends. Depending on family and friends is risky.
· They could hire bonded and vetted temp-workers through an
agency. The cost is $25 an hour for a total of $20,000. This sum
would tap into their cash reserve and leave them strapped for
other expenses. Although doable, this option leaves no cushion.
It is a risk. The workforce is also not trained and would have to
be coached as well as supervised on dealing with food products.
· Another option is a bank loan. This could allow for a more
professional workforce and free James and Allison to plan the
company’s future growth. However, the rates may be higher for
people their age. Allison called AARP for some advice and was
told that age should not be an issue from a legitimate lender;
however they would most likely have to post collateral that

means mortgaging their home, which is mortgage free. The
house they feel is off limits. This is a strong no way option for
them. They must have a place to live at their age. However,
getting a loan without using the house or their 401K accounts as
collateral is possible but they have no idea of the rates.
· Another option is to invest in new equipment that would
include turntables, workbenches, shrink wrap machines and
fulfillment equipment that James thinks will cost $11,500. He
is uncertain that they will have enough time to install the
machines in the basement in time for a September production.
He might have to pay extra for a rush fee of $3,000 more to
guarantee a timely installation. The cost is something FNS can
handle without too much strain.
Looking for some advice, the couple turned to some of the small
business people they met at the convention. Here are some of
the comments they received:
· Use every personal contact as you must get the orders filled
and to the customers on time. The first impression is the best
so do it right the first time. Work 24/7. If you do not want to
use family and friends look to other groups that may be willing
to help for a small donation. You may even have previous work
buddies who may help for a small fee. Also include with every
order a product list and order form. Happy customers make
good long-term customers.
· Do not invest in any equipment if you are not sure the holiday
surge will continue in the months afterward. Family and friends
will want to see you succeed while temp workers will consider
it just another job.
· Investing in machinery is a real growth move. Find customers
that will sustain the expense by going to bigger retailers.
BMGT 317 Project Two
Decision Making Worksheet Instruction Steps
The PrOACT model of decision making uses five steps to help

make difficult decisions. PrOACT stands for problem,
objective, alternatives, consequences, and tradeoffs. Use the
following worksheet to document how the group applied steps
of the PrOACT model in making the decision for the owners.
DIRECTIONS:
1. Before starting this process read and review the course
readings:
· PrOACT Design
· Litemind Essential Guide to Creative Decision Making
· Lifetools PrOACT Introduction
2. In order to apply the model correctly, complete the worksheet
step by step.
Students should ask the following questions in examining the
explanation sections of this worksheet:
· Was each of the steps of the model followed correctly?
· How did the group come up with their conclusions (e.g.
framing the decision, list of objectives etc.)?
· Did we explain it in detail (e.g. was the way the process was
applied by the group explained in each step)?
· Did we use course material and case study facts to explain the
reasoning behind the conclusions the group drew? Additional
research?
· Did we use in text citations to reference the material used to
support the logic behind the conclusion?
· Did we look at the grading rubric?
3. Other information in addition to the directions associated
with the project.
· Third person writing must be used. Do not use statements

such as “the group, I, the team, or the case study” in writing
explanations.
· Students are expected to treat the explanation sections of the
worksheet similar to a college level research paper. The logic
presented in the worksheet may not be considered as common
sense. All explanations must be supported with a source and
facts from the case study.
· Use a cover page to include your name.
· Be sure to support the ideas, reasoning and conclusions put
forth using the course readings, additional research and in text
citations. The case study facts do not require in text citations.
List references at the end of the document.
· Turn in the Worksheet only into the Assignment Submission
Folder.
Step One: Frame the Decision
Identify the Decision to be made by framing the decision.
Framing the decision means discerning the reason or cause for a
decision to be made and what precisely needs to be decided.
Identifying the correct decision to be made is a critical first
step. It is important to review the decision to make sure it is not
being framed with bias or prejudice.
Review:
· Lifetools PrOACT Lesson One
·
Framing the Decision

Fill in here: Identify the decision to be made by the decision
maker.
Framing the Decision: explanation of how the group applied the
model to the case study
Fill in here: Explain how the group arrived at this framing of
the decision. Go through the process covered in the Lifetools
PrOACT Lesson One in discussing the triggers, constraints,
possible biases, and how the group came to choose this
formulation. Identify the ideas that were discussed by the group
and the reasons given by its members to finally choose the
formulation listed above.
Be sure to include source material from the readings to support
the ideas, reasoning and conclusions. Explain in detail the steps
you took to come up with the framing of the decision.
Step Two: Determining the Decision Objectives
The next step is to identify the DecisionObjectives. Objectives
are the “wish list” of end results. If the decision maker could
have anything they wanted from the decision choice what would
it be? Focus on tangible, quantitative, long and short-term goals
or needs the choice would provide the decision maker. For
instance, if safety were a big concern of the decision maker,
then safety as it relates to the decision to be made should appear
on the objectives list.
Stakeholders: In formulating objectives, it is important to look
at everyone who has an investment in the decision. Who are the
stakeholders in this decision? What end results do they wish to
see? Thinking through the objectives that need to be reached
and the end results will allow you to set priorities as you move
through the PrOACT process.
Read and Review:
· Lifetools PrOACT Lesson Two
· Advantages and Disadvantages to including Stakeholders in
Decision Making.

· Roles of Stakeholders in Planning Process
Decision Objectives
Fill in here: Identify and list the objectives. There should be at
least four from the case study and two that the facts imply. Go
through the process covered in the Lifetools PrOACT Lesson
Two.
Objectives: explanation of how the group applied the model to
the case study
Fill in here: Explain in detail how the group arrived at the list
of objectives. Go through the process covered in the Lifetools
PrOACT Lesson Two in discussing why these objectives were
chosen and others not. Include any possible bias or influences
that might have entered into the choice of objectives by the
decision maker as expressed in the group discussion. Identify
the ideas that were discussed by the group and the reasons given
to finally choose the objectives listed above.
Potential Stakeholders
Fill in here: Identify and list all potential stakeholders.
Review the articles to help you understand and come up with a
list of potential stakeholders.
Explanation of how the group applied the model to the case
study
Fill in here: Identify and explain the relationship the
stakeholders have to the decision to be made and what influence
or bias they may have with respect to the objectives desired
from the decision choice. Identify the ideas that were discussed
by the group and the reasons given to finally choose the
objectives listed above.
study
Fill in here: Identify and explain the relationship the
stakeholders have to the decision to be made and what influence

or bias they may have with respect to the objectives desired
from the decision choice. Identify the ideas that were discussed
by the group and the reasons given to finally choose the
objectives listed above.
Step Three: Creating Alternatives
In creating alternatives, it is best to think outside the box to
avoid the biases and influences that may be limiting your
thinking. Key points in coming up with alternatives:
· Come up with every possible alternative that would meet the
objectives. Do not restrict the number of alternatives at first.
· Being positive is important and helps to deflect the anchoring
bias.
· Alternatives require data collection, stakeholder objectives
and an approach that is not problem solving-oriented.
As part of this process, clarify the uncertainties involved and
the risk tolerance associated with each of the alternatives.
Uncertainties: What could happen in the future and how likely
is it that it will occur?
Risk Tolerance: When decisions involve uncertainties, the
desired consequence may not be the one that results. How much
risk is acceptable? Do you have a high tolerance for risk, a
medium tolerance for risk or a low tolerance for risk? Please
make sure you understand the definition of risk tolerance. Risk
tolerance is NOT the level of risk but associated with how much

risk is acceptable.
Read and View:
· Lifetools PrOACT Lesson Three
· Decision Making Toolkit Uncertainties
· Structured Decision Making - Uncertainty
· Advantages and Disadvantages to including Stakeholders in
Decision Making.
· Roles of Stakeholders in Planning Process
Alternatives: explanation of how the group applied the model to
the case study
Fill in Here: The group will identify and detail at least 4
alternatives from the case study and 2 created by the group.
Explain in detail how the group arrived at the list of
alternatives. Go through the process covered in the Lifetools
PrOACT Lesson Three in discussing why these alternatives
were chosen and others not. Include any possible bias or
influences that might have entered into the choice of
alternatives by the decision maker as expressed in the group
discussion. Identify the ideas that were discussed by the group
and the reasons given to finally choose the alternatives listed.
Make sure to explain how the model process was applied in the
group’s process.
This explanation will apply to all the alternatives so if specific
examples are used to explain the group thought pattern any one
of the alternatives may be referred to in the discussion. This
discussed need only be completed once.
Each alternative is to have its own table (like the one below for
Alternative #1) identifying the requisite information asked for
in the table.
Decision Alternative #1
Fill in here: What is alternative #1? Detail the alternative
chose and how it would be implemented as a choice for the

decision maker
Uncertainties Associated with Alternative #1
Fill in here: Identify uncertainties associated with Alternative
#1 in choosing this alternative and why
Risk Tolerance Associated with Alternative #1
Fill in here: Level of risk tolerance (High, medium, low)
Identify the type and level of risk associated with Alternative
#1 in choosing this alternative and why
Stakeholders (impacts the alternatives and alternatives impact
stakeholders)
Fill in here: Identify all stakeholders impacted by Alternative
#1 and how they would be impacted
Step Four: Consequence Table
Review:
· Lifetools PrOACT Lesson Four
· Lifetools PrOACT Lesson Five
A decision maker must understand the possible Consequences
(concerns) for each of the alternatives before making a final
decision. Evaluate honestly the consequences of each
alternative to help identify those alternatives that best meet all
of the objectives. In order for the group to identify the
consequences that an alternative may have for the decision
maker, it is essential that the group envision how the decision
maker expects the alternative to work when implemented.
For instance, in the Lifetools Lesson four explanation of the
consequence table the example is given of the family who is
choosing a vacation. In each alternative the family examines the
vacation by actually envisioning how they expect to behave on
vacation option. In one trip they imagine that the children
would have more fun than the adults because of the activities
the option affords. In another trip, they imagine that everyone
has some activities to please while another trip has activities

that work for everyone and an appealing side day trip that had
not been thought about by the couple. The idea of a day trip
having a side trip was so appealing that the couple revised their
objective list to include the idea. Notice in identifying the
consequences of the trip options the couple imagines how the
alternative will play out if they choose the alternative so they
can determine how the trip meets the objective expectations.
This is how they can see what consequences the alternative
suggests. If their objective is to please the whole family then
certainly the consequence of an alternative failing to please all
is not an alternative to be considered and would therefore rate
low in the consequence table for that objective.
One way to evaluate the objectives against each alternative is to
use the consequence table below. A consequence table helps
provide a clearer view related to the performance of each
alternative to meeting an objective. It does not rate the
objective as to the value or importance to the
stakeholder/decision-maker(s) merely how well the alternative
“fits” the objectives of the decision maker.
Place the objectives list from Step 2 into the “Objectives”
column. Then, rate the alternative from Step 3 by placing a
rating of 1(not meeting the objective well), 2 (meeting the
objective well), or 3 (meeting the objective very well) into the
associated box that aligns with the correct objective. Total the
score, should one be very low in meeting all the objectives then
this would be a good time to eliminate the alternative.
Table 1 Consequences
Objectives
Alternative #1
Alternative #2
Alternative #3
Alternative #4

Totals
Consequences: explanation of how the group applied the model
to the case study
Fill in here: Identify the consequences to each alternative. In
the consequence table rate the consequences with respect to
each objective. Explain in detail how the group arrived at the
consequences. Go through the process covered in the Lifetools
PrOACT Lesson Four in discussing why and how the
consequences to each alternative were evaluated by the group.
Include any possible bias or influences that might have entered
into the “imagination of the alternative’s implementation” by
the decision maker as expressed in the group discussion.
Identify the ideas that were discussed by the group and the
reasons given to finally choose the objectives listed above.
It is important to remember that the consequences and
objectives are all of equal value to the decision maker at this
point in the process.
Tradeoffs
Objectives frequently conflict and sacrifices must be made. Not
all alternatives are a good fit. The question then becomes how
to choose the best alternatives. One way to do so is to try to
look for ways of equalizing the alternative or trade-offs. Trade-

offs focus on two things: (1) what consequences the decision
maker/stakeholder is willing to accept and (2) what advantages
the decision maker/stakeholders are not willing to give up by
choosing an alternative.
In the trade off example in the Lifetools lesson Five, it was
explained that a consequence of the alternative that featured a
space with move in ready décor was higher rent. The alternative
with poor décor had considerably cheaper rent. Since good
décor was important to making the store successful as was low
rent the question than became how to trade-off the poor décor
and get a lower rent. Research was done and the cost of fixing
up the space with the poor décor to the lower rent still kept the
alternative as feasible. The rent savings was traded against the
décor objective. Now the options were more equal in their status
because the consequences of both options were minimized. The
impact of the difference in rent payments was minimized by the
increase of rent cost with the improved décor cost.
Using the consequence table 1 results see if you can find
reasonable tradeoffs from the facts that will equalize
alternatives. Be sure to use the Lifetools Lesson Five as your
guide.
Table 2 Tradeoffs
Objectives
Alternative #1
Alternative #2
Alternative #3
Alternative #4

Totals
Fill in here: Identify the tradeoffs, if any, possible in the
consequence table. Explain in detail how the group arrived at
the tradeoffs or lack thereof. Go through the process covered in
the Lifetools PrOACT Lesson Five in discussing why and how
the consequences to each alternative were evaluated by the
group. Include any possible bias or influences that might have
entered into the choice of tradeoffs by the decision maker as
expressed in the group discussion. Identify the ideas that were
discussed by the group and the reasons given to finally choose
the objectives listed above.
It is important to remember that the consequences are all of
equal value to the decision maker. Rent is no more important a
consequence than décor is to the decision maker.
It is possible that consequences to the alternatives cannot be
equalized through tradeoffs. If that is the case in this instance,
an explanation as to why is needed.
Step Five: Decision Matrix
Once the objectives have been equalized using trade-offs, one
final step requires weighing the objectives to the alternatives.
This step puts some subjectivity back into the process. It allows
the decision maker to identify one objective as more important
than another and thus perhaps satisfy a value that is not met by
equalizing all the objectives. To do this use a Decision Matrix
tool.

Read and Review:
· Decision matrix sample in course content area
· Course Resources, toolbox, & decision matrix sample
Decision Matrix:
Complete the matrix below:
Part 1
Table One (Unweighted):
Replace Objective 1, Objective 2, Objective 3, Objective 4 and
Objective with the actual identified objectives. Then replace
Alt 1, Alt 2, Alt 3, and so forth with the alternatives that you
have identified.
Then, working through each column of objectives, rate each
alternative with a rating of 0 (poor) to 5 (very good) depending
on how well the alternative meets the objective. It is possible
to use the same rating for more than one alternative.
Total each row inputting the total under the Total column.
Rate how well each objective is met using a scale of 0 to 5, with
3 being the best.
Decision Matrix Table 1
Objectives
Objective 1
Objective 2
Objective 3
Objective 4
Objective 5
Total

Alt 1
0
3
1
3
1
8
Alt 2
1
2
3
3
1
10
Alt 3
2
1
2
3
3
11
Alt (etc.)
Fill in here: Explain in detail how the group arrived at the
ratings for each alternative and objective. Identify the ideas that
were discussed by the group and the reasons given to finally

choose the ratings. Discuss the reasoning behind the rating of
the objectives in the table. What facts or process elements
suggested the results? Discuss and explain in detail. Be sure to
support the discussion with the case study facts.
Explanation of Rating and Choice
ranking of the objectives from least to most importance to the
decision maker. Discuss the reasoning behind the rating and
weighting rank of the objectives in both tables. What facts or
process elements suggested the results. Discuss and explain in
detail.
reasons given to finally choose the ratings. Be sure to support
the discussion with the case study facts.
Part 2
Table Two (Weighted):
Next, determine the importance of each objective by assignment
a weight. For example, Objective 1 may be the most important
objective and you might assign a weight of 30%. The least
important objective may be 5%.
Input weight in the Weights column and total. The total must
equal 100%. Make sure there is a weight for each objective.
Multiply the rating from Table One.
Once all ratings have been multiplied, total the row and input
the number under the Total column.
Objectives
Objective 1
Objective 2

Objective 3
Objective 4
Objective 5
Total
Weights
20%
20%
20%
20%
20%
100%
Alt 1
Alt 2
Alt 3
Alt (etc.)

ranking of the objectives from least to most importance to the
decision maker. Discuss the reasoning behind the rating and
weighting rank of the objectives in both tables. What facts or
process elements suggested the results. Discuss and explain in
detail.
reasons given to finally choose the ratings. Be sure to support
the discussion with the case study facts.
Step 6: Linked Decisions
Before the selection of a final alternative, the decision maker
must assess linked decisions. Linked decisions look at the
possible decisions that may need to be made after
implementation of the alternative. Mentally look into the
future. Decisions made today will influence decisions of

tomorrow. For example, remember the vacationers in the
consequence table example? The couple liked the alternative
that allowed them to take a day trip to Oxford. A linked
decision would be how much would the side trip to Oxford cost?
If the couple makes the decision to choose the alternative with
the side trip because they like the idea of the side trip, only to
find it costs too much, this is likely to change their evaluation
of the alternative to meeting the objectives. Thus, affecting the
decision, they make in choosing the alternative with the side
trip in the first place. It is important to examine all possible
decisions related to the one made to adequately assess how the
alternative meets the objectives.
Linked Decisions explanation of how the group applied the
Fill in here: Identify and explain in detail the linked decisions
found with each alternative. How did the group arrive at these
possible decisions? Identify the ideas that were discussed by the
group and the reasons given to finally choose the possibility of
future decisions. Be sure to include case study facts, source
material from the readings to support the ideas, reasoning and
conclusions. Discuss and explain in detail.
Step 7: Make the Decision
Using all the tools, research, and model results collected by the
group make the decision.
The Decision as determined by the decision matrix:
Fill in Here
Fill in here:

Recommended Decision and Why? Clearly indicate in the blue
box above the recommended decision made by the group.
Explain in detail the group’s reasoning for the choice. Use the
above sections in explaining how or why this is the
recommended decision. Be sure to include source material from
the readings to support the ideas, reasoning and conclusions.
Discuss and explain in detail.
Second-best Recommendation and Why? Use the above sections
in explaining how or why this is the second best recommended
decision. Be sure to include source material from the readings
to support the ideas, reasoning and conclusions. Discuss and
explain in detail.
Points to consider In Making the Decision:
Using the data from Part Two of the Decision Matrix determine
the best alternative. (The alternative with the most number of
points should be the best alternative.)
It is possible to have more than one alternative with the same
rating. Therefore, the group must decide which one is best.
Should this happen, provide an explanation for the alternative
selected. Be sure to examine how the group determined the best
alternative (For instance, did the group choose to change the
weighting of the objectives?).
Step 8: Does the decision make sense? One Last Review
Earlier the point was made that the decision-making process
needs to be reviewed during the work and at the end. Reflection
assures that bias and influence are weeded out as well as the
fact that the best decision is made. In this reiterative step,
discuss mistakes made in each of the model steps and how these
mistakes were corrected.

Review:
Fill in here: Is the right decision framed? If so, why and if not,
why not? Be sure to include source material from the readings
to support the ideas, reasoning and conclusions. Discuss and
explain in detail.
Fill in here: Are all of the objectives correctly identified and
met? If so, why and if not, why not? Be sure to include source
material from the readings to support the ideas, reasoning and
Fill in here: Are you satisfied with the alternatives chosen? If
so, why and if not, why not? Be sure to include source material
from the readings to support the ideas, reasoning and
Worksheet Submission Sheet
Step One: Framing the Decision
Framing of the Decision
Fill in Here:

Framing of the Decision: explanation of how the group applied
the model to the case study
Fill in Here:
Step Two: Determining the Objectives
Decision Objectives
Fill in Here:
.
Objectives: explanation of how the group applied the model to
the case study
Fill in Here:
Potential Stakeholders
Fill in Here:
study
Fill in Here
Step Three: Creating the Alternatives
Alternatives: explanation of how the group applied the model to
the case study
Fill in Here:
Decision Alternative #1
Fill in Here:
Uncertainties Associated with Alternative #1
Fill in Here:

Risk Tolerance Associated with Alternative #1
Fill in Here:
Stakeholders (impacts the alternatives and alternatives impact
stakeholders)
Fill in Here:
Step Four: Examining the Consequences
Table 1 Consequences
Objectives
Alternative #1
Alternative #2
Alternative #3
Alternative #4

Totals
Consequences: explanation of how the group applied the model
to the case study
Fill in Here:
Table 2 Tradeoffs

Objectives
Alternative #1
Alternative #2
Alternative #3
Alternative #4

Totals
Fill in Here:
Step Five: Ranking and Weighting the Alternatives
Objectives
Obj 1
Obj 2
Obj 3
Obj 4
Total
Alternative 1

Alternative 2
Alternative 3
Alternative 4
Alternative etc.
Objectives
Objective 1
Objective 2
Objective 3
Objective 4
Objective 5
Total
Weights
20%

20%
20%
20%
20%
100%
Alt 1
Alt 2
Alt 3
Alt (etc.)

Fill in Here:
Step Six: Linked Decisions to the Alternatives
Linked Decisions explanation of how the group applied the
Fill in Here:
Step Seven: Making the Decision
The Decision as determined by the decision matrix:
Fill in Here
Fill in Here:
Step Eight: One Last Look at the Decision

Review:
Fill in Here:
Fill in Here:
Fill in Here:
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