Explain the purpose in using decision matrices in Step Four of the MDQ. Use a scale of 0 - 3 to rate the first decision matrix. 0 being does not meet the objective well to 3 being meets the objective well. The decision matrices must have the four objectives and four alternatives from the previous week's discussions. Post the first decision matrix in the text box (unweighted). Do NOT use attachments. Explain WHY and HOW the manager derived the ranking of the objectives and alternatives (each of the individual numbers) in the first matrix. Note: Watch the video in the course material for instructions on how to complete the matrices AND Example using MDQ: Which House Do We Purchase? Use weights that total to 100% for the second decision matrix. Post the second decision matrix in the text box (weighted). Explain WHY and HOW the manager derived each of the weights for the objectives. Based on the results of the Decision Matrices, evaluate and analyze all of PPOs alternatives and objectives. State the final decision by explaining and justifying it with the numbers in the matrix. The final decision is based on the matrices! Explain HOW the final decision (chosen alternative) fulfilled PPOs objectives. Here are the elements of the MDQ process: Define the decision to be made by evaluating the facts surrounding the decision, including a problem that may have generated the decision (if there is a problem), and separate those facts that are not relevant to the purpose for making the decision. Form a clear statement of the decision(s) that must be made. Frame the decision- there are three components to a decision: 1) Purpose- what you hope to accomplish by making the decision (objectives- note these differ from the outcomes which drive a problem solving process); 2) Scope- what to include and exclude in the decision; and 3) Perspective- your point of view about the decision, the ways you want to approach, or others may approach making the decision. Framing is like the zoom feature of the camera. What we include in the picture is the scope of the decision. The angle for the best lighting and view is the perspective and what kind of picture we want, an action or landscape shot, is the purpose. Building the decision- this includes researching the relevant facts and all potential opportunities suggested by the decision statement and objectives. This would include ideas toward collecting and evaluation of relevant data/research, and developing creative alternatives that could result in the objectives being met by the decision. Evaluate and Make Decision- 1) Comparing the alternatives using tools (e.g., a Decision matrix) which seek to minimize subjectivity in the evaluation process. 2) Improve- are their gaps in the quality of the decision? Do you have areas that you are uncertain of or feel lack information? Repeat the process after filling in the gaps to see if the choice is 100% what you want from the decision. (Decision Quality Model, 2009). Assess the Decision- Assess the process up to the time of implementation by asking the questions: Does the alternative chosen fulfill the objectives set out for making the decision? and Was the process applied successfully? Are there objectives missed in the alternative that need repeating so that implementation of the decision will go well? The answers to the questions are subjective in nature, but if the answer is registering discomfort for the decision maker with the alternative chosen it is possible that the wrong decision has been made, objectives not provided for or prioritized improperly and review of the