The stepladder technique supports managers who have to make inclusive decisions. The technique encourages participants to contribute their ideas in a decision-making process without being influenced or coerced by others. Tasks to be solved are presented and participants are accorded enough time to think about possible solutions to the tasks at hand. Participants then come together to discuss their solutions and to find an appropriate approach to a certain problem.
The reframing matrix is a support system that enables managers to take account of divergent views. The best decisions are made when diverse ideas are taken into consideration so that the most creative solutions are taken on board. The technique uses the 4Ps approach which include: the product perspective to assess whether a product is viable or not; the planning perspective to assess whether the right measures are being taken to improve the product; the potential perspective to lay out ways to enhance profits or performance; and the people perspective to consider people's perceptions of a product.
A decision matrix is a tool that enables managers to prioritize probable solutions to the tasks at hand. After establishing a list of possible solutions, a criterion is drawn out against which these options are evaluated. A scale of 1 to10 can be used and the options are then given a grade across this scale to establish the priority of each of the options. This tool is especially useful when used to narrow down options so as to simplify the decision-making process.
Blind spot analysis is a support technique used to check the quality of the decisions that have been made before implementation. Managers use it to note and eliminate biases and misinterpretations in their decision-making processes. Managers are able to weigh their decisions against past experiences and take into account common blind spots. Well-audited decisions will positively influence the organization and will be easier to implement than biased decisions.