Decision Making Tool Paper

Decision-Making Tool Paper

Jay Dowle

University of Phoenix

CSS/330-Critical Thinking, Decision Making and Computer Logic

Richard Renhsan

November 2, 2005

Decision-Making Tool Paper

In decision-making, the approach to making a decision can vary as much as the processes themselves. One must choose a process that suits him or her in helping to come to a well-formed and desirable result. Over the years, I admit that I have not used these processes as defined in my readings for this class, but I have made the decision to use some of the examples in the future. I realize that I may be better off in applying them in my everyday life as needed. I explained in my last individual paper my use of an organizational chart. I might have been better served to explain it as a tree diagram. Therefore, I have decided for this paper to use a proven more recognizable tool in decision-making. I have chosen to use the PMI decision-making tool as my example. PMI is a proven decision-making tool that can be useful in everyday situations in the business world and in personal life. I will explain what the process is and what one hopes to accomplish by its use.

PMI stands for 'Plus/Minus/Implications'. It is a valuable improvement to the 'weighing pros and cons' technique used for centuries. The PMI technique requires the use of a chart developed in 1992 by Edward De Bono, an author and business consultant.

PMI Charts are a type of grid or matrix where a person examines a Plus, minus or Implications related to a decision.

One must realize that before using PMI, you should know whether its use would make the scenario better. There may be an instance where no action is needed. The PMI tool will help you to realize this.

Mindtools.com states, to use PMI, draw up a table headed up with: 'Plus', 'Minus', and 'Implications'. 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 'Implications' column write down the implications and possible outcomes of taking the action, whether positive or negative.

By this stage it may already be obvious whether or not you should implement the decision. If it is not, consider each of the points you have written down and assign a positive or negative score to it appropriately. The scores you assign may be quite subjective.

Once you have done this, add up the score. A strongly positive score shows that an action should be taken, a strongly negative score that it should be avoided.

An example of this tool in use is to ask a question that requires a decision to be made such as:

Should I buy a new SUV? In answering the question we will employ the use of the PMI decision-making tool.

Plus Minus Implications

Warranty (+ 3) Car Payment (-4) Durability? (+4)

More Room (+ 3) More Gas (-5) Model/Make? (+3)

Less Repairs (+ 5) Higher Insurance (-4) Higher rate of theft? (-3)

Safety Rating (+ 5)

+16 -13 -4

With the use of the chart, I have utilized the PMI tool to help me arrive to taking an action in deciding whether or not to purchase a new SUV.

I will show another example of when the use of the PMI tool should be used in helping one to arrive at a decision.

For example, if you wanted to start a business and you had no major financial barriers to overcome, you could use the PMI tool to weigh the pros and cons of a new business venture. In applying the core steps in decision-making, you could decide on the type of business or businesses that