By now, you and the team have done most of the hard work, you have identified the decision criteria. And you also have some options to pick from. Now what remains is to actually make the decision. And this is what this lecture is about. In this step, we'll introduce some new instruments in addition to what we already know, the new ones on decision matrices and Cartesian questions. Let's see what they are about.

A decision matrix is the by dimensional table, in which we put the decision criteria and the options on the other dimension. Then for each option, the team members evaluate the decision criteria on a certain scale. In our example, we use the scale of one to 10, where one is the lowest option and 10 is the highest. But you might want to make it simpler and use a scale of one to five, for example, it's your choice. In some cases, we might want to put different weights to the different criteria. That would include the so called relative weighting to the criteria, then we'll have to just multiply the results for each criteria by the factor of the weight that we put.

Even with well defined decision criteria and decision matrix with evaluated options. The team might feel uncertain to take the final decision, there might be some resistance that you need to overcome, in which situations using the Cartesian questions might help you. What we ask the team are full questions. What will happen if we take the decision? What won't happen if we take the decision? What will happen if we don't take the decision and what won't happen if we don't take the decision?

This is a simple way to evaluate some internal barriers and the perceived risks by the team. And this might speed up the final decision making process as well. We've looked at a couple of instruments and I want to remind you that you can use some of the tools that we discussed in the previous section, like don't voting for example, or coaching wheels. Let's see how our team will take their decision.