Posts Tagged ‘decision criteria’

How to: Completing a tradeoff analysis

Friday, July 8th, 2011


You Are What You Decide asked: “So, how do you decide? Based on your gut intuition, a formal analysis of trade-offs, your core beliefs, multiple criteria, the alignment to your vision for a preferred future? Or something else?” There are many approaches to completing a formal analysis of trade-offs. This post will summarize two.

Important decisions include multiple, sometimes competing factors. A trade-off is the giving up of one thing in return for another. Just about every complex decision requires that you accept having less of one thing in order to get more of something else.

Ben Franklin’s trade-off tool


Ben Franklin’s trade-off tool provides a simple, intuitive way to weigh trade-offs. Create two vertical columns, one labeled “Pros” and one “Cons.” Brainstorm the two lists. Then pair an item or items from each list with an item or items of equal weight from the other list. These similarly weighted combinations of pros and cons cancel each other out. In the sample graphic, the pros outweigh the cons in the tradeoff “algebra.” No need for a more sophisticated tool to make the decision. The methodology could be taught to a young child.

Visualizing trades in a decision matrix


The beauty of a decision matrix is that you can easily manage the tradeoff analysis because you can see where the trade-offs are.

A previous three-part post described how to complete a multi-criteria analysis. Part 3 illustrated how to construct a decision matrix using the example of the college selection process.

The matrix above displays the final results of assessing three colleges against a set of weighted criteria. The cells with the red border represent the highest score on each criterion. The “Total Benefit” is the sum of the weighted scores. As you can see, the matrix helps to clarify the decision’s specific trade-offs by individual criterion.

These results might lead a family to decide to select Syracuse because it has the highest Total Benefit score and scores highest on three criteria: Distance, Clubs and Food. However, the trade-offs are also clear. Delaware is superior on two criteria: Social Life and Facilities. Temple, on one: Major. The decision framework creates clarity: by selecting Syracuse, the family achieves the greatest Total Benefit but gives up on superior Facilities, Social Life and Major.

The challenge of any complex decision is how to clarify, manage and evaluate the trade offs. Ben Franklin’s trade-off tool and a decision matrix each complete the task in different ways. How do you manage trades in your decision-making?

Tags: , , , ,
Posted in All blog posts, How do you decide | Comments Off

Top Ten Rules for Raising Kids

Wednesday, May 25th, 2011


At first blush, this may seem an aberrant post to this blog, but it is not. You Are What You Decide asked: “So, how do you decide? Based on your gut intuition, a formal analysis of trade-offs, your core beliefs, multiple criteria, the alignment to your vision for a preferred future? Or something else?”

Core beliefs



Parenting requires constant and sometimes excruciatingly difficult decision-making. A parent can ease this burden by adopting a set of simple, resolute beliefs.

This decision-making strategy is common in business. A set of “core beliefs” acts as a super-set of criteria used to test any corporate decision, from the simplest to the most complex.

Below, I offer one such set of beliefs for parental decision-making. It is not offered as the model but as a model for such beliefs. (Believe me, I have a long list of regrets as a parent decision-maker!)

Top ten rules for raising kids


  • Love them to death but never, ever indulge them.
  • From the youngest age, help them to master something productive because if you don’t, they are sure to master something unproductive (i.e., all children distinguish themselves in some way!)
  • Read to them constantly and have a home full of good books, journals and magazines.
  • Invest regularly in your marriage because a healthy marriage will make you a better parent.
  • Teach them to love, respect and revere their grandparents.
  • Model deferred gratification, flexibility and creativity.
  • Never capitulate to aspects of the culture you do not believe are healthy, regardless of the effort required.
  • Expect good behavior from your children, and behave well yourself.
  • Admit when you’ve made mistakes and accept feedback from your kids.
  • Realize that child rearing is a life-long learning opportunity…for you, the parent!

Simplifying parental decisions


Consider just a few examples of how such a set of beliefs can simplify decision-making.

You are at the store shopping for a birthday and you are wondering if you have purchased enough. Yes, more than likely you have, and you can checkout without further guilt because you believe that you should love them to death but never, ever indulge them.

You and your spouse are wondering whether to get a babysitter and go out for a quiet dinner and a movie and you decide — Yes! — because you know you should invest regularly in your marriage because a healthy marriage will make you a better parent.

Your pre-teens are exhorting you to let them watch an R-rated movie. Hey, all our friends have seen it! they say. You easily remain resolute and deny their request — despite the consequences — because you know that you will never capitulate to aspects of the culture you do not believe are healthy, regardless of the effort required.

In summary, if you and your spouse decide upon a set of core beliefs, you will ease your future decision-making. Your resolute adherence to your belief system will render most of your parental decisions automatic.

Tags: , ,
Posted in All blog posts, How do you decide | Comments Off

How to: Multi-criteria Analysis – Part 3

Thursday, May 19th, 2011


A multi-criteria analysis is a formal decision process you might use when making a weighty decision. This is the final of a three-part post that walks you through the process, step-by-step.

Part 1:

  • Step 1: Complete your research
  • Step 2: Generate and weight criteria (i.e., define your desired outcome)

Part 2:

  • Step 3: Identify and/or create options, alternatives or solutions
  • Step 4: Complete a side-by-side comparison

Part 3:

  • Step 5: Objectively assess each option against each weighted criterion
  • Step 6: Make your decision


Step 5: Assess each option against each weighted criterion

Having completed your research, articulated a set of weighted criteria, converged on a rich set of options, and completed your side-by-side comparison, you now need to objectively assess each option against each weighted criterion. Let’s continue with the example of the Elmsford facilities task force.

First, task force members reviewed their completed side-by-side comparison and used a 1 to 9 scale to score the three facilities options against the 11 criteria on a worksheet. Then, in subgroups, they shared their worksheets and began to converge on reasonable, evidence-based scoring for each cell. Finally, the whole group used Prism’s group decision support system to vote all the cells in the decision matrix. After all 33 cells were complete, the system automatically calculated the weighted scores in each cell and the total benefit (i.e., the sum of the weighted scores) for each option. See chart below.



Returning to the example of college selection: if you do not have access to sophisticated decision support technology, you can complete your decision matrix using a chart and calculator or a spreadsheet. For your convenience, you can download a working spreadsheet.

Simply follow the directions on the spreadsheet to enter your

  • Decision criteria across the top row of the matrix (completed in Step 2)
  • Criteria weights (completed in Step 2)
  • Options down the first column (completed in Step 3)

While referring closely to your side-by-side comparison, score each option against each criterion in the appropriate cell. You can use a 1-9 scale or you can limit your scale to the total number of options (e.g., if you had four options, the scale would be 1-4). By the way, the download does all the matrix calculations automatically. See sample completed matrix below.


Step 6: Make your decision

With your decision matrix complete, you should now be prepared to make a confident, sound decision. You can

  • Compare the total benefit of each option against the set of weighted criteria
  • Examine the specific trade-offs
  • Create scenarios by changing the decision criteria weights

Regarding trade-offs: a trade-off is the giving up of one thing in return for another. Just about every complex decision requires that you accept having less of one thing in order to get more of something else. The beauty of a decision matrix is that you can easily manage the tradeoff analysis because you can see where the trade-offs are.

In the college selection example, a family might decide to select Syracuse because it has the highest Total Benefit score and scores highest on three criteria: Distance, Clubs and Food. However, the trade-offs are also clear. Delaware is superior on two criteria: Social Life and Facilities. Temple, on one: Major. The decision framework creates clarity: by selecting Syracuse, the family achieves the greatest Total Benefit but gives up on superior Facilities, Social Life and Major. (See annotated chart below, highlighting the trades.)


Of course, the matrix above begs a powerful question: Is Syracuse University, a private institution, worth the more than 40% premium it charges in tuition, room and board and fees over public institutions such as Temple and Delaware? Put in quantitative terms, is it worth spending a 40% premium to attend Syracuse instead of Delaware if Syracuse only provides an 18% additional Total Benefit (236 points versus 200 points)?

Returning to our other example, the Elmsford facilities task force could not make a decision based solely on their multiple criteria matrix. They needed to take one more step and complete a cost-benefit analysis. A family looking to maximize its return on their college investment may want to do the same.

A future post will describe how to complete a cost-benefit analysis.



“Decide” image credit mattw1ls0n

Tags: , , , , ,
Posted in All blog posts, How do you decide | Comments Off

How to: Multi-criteria Analysis – Part 2

Tuesday, May 3rd, 2011


A multi-criteria analysis is a formal decision process you might use when making a weighty decision. This is the second of a three-part post that walks you through the process, step-by-step.

Part 1:

  • Step 1: Complete your research
  • Step 2: Generate and weight criteria (i.e., define your desired outcome)

Part 2:

  • Step 3: Identify and/or create options, alternatives or solutions
  • Step 4: Complete a side-by-side comparison

Part 3:

  • Step #5: Objectively assess each option against each weighted criterion
  • Step #6: Make your decision

Step 3: Identify and/or create options


Having completed your research and articulated a set of weighted criteria, you now need to converge on a rich set of options. Let’s continue with the example of selecting a college.

Whenever you are generating alternatives, always diverge broadly. Avoid what psychologist refer to as “premature closure.” That is, you don’t want to converge on a set of options before you have explored all possibilities; otherwise, you risk leaving an optimal choice off the table.

As mentioned in Part 1, no decision-making process is linear. Therefore, the reality is that options are being explored during research (Step 1) and while generating and weighting the criteria (Step 2). For example, an aspiring college student and her family may begin the decision process with a preliminary list of possible colleges. That list may then grow to a dozen and perhaps as many as 20 colleges as they complete research and begin to articulate criteria.

Once all options are on the table, apply your decision criteria as a “first sort” to filter out suboptimal choices and to begin to converge on the final set of options that will require more intense scrutiny. During the research and criteria generation phase, my daughter’s list grew to as many as 16 colleges and then was slowly pared to just three schools.

Returning to the example of the Elmsford facilities task force case study: whereas they began by considering five robust facilities scenarios, they quickly converged on three final options:

  • Demo the old Dixson primary and build a new one
  • Renovate Dixson primary
  • Renovate the grade 2 – 6 Grady Elementary to accommodate all students PK-6

Step 4: Complete a side-by-side comparison


Creating a side-by-side comparison is not rocket science. Simply build a table with your options listed across the top and your criteria listed down the side. From your research, add quantitative and qualitative evidence of each option’s “contribution” to each criterion. The Elmsford task force created an evidence-based side-by-side comparison of their three options against the 11 criteria (see sample below).

The side-by side comparison template is generic and can be used for any multi-criteria decision. For the college selection decision, simply place the names of the institutions still in the running across the top and the decision criteria down the side. Then complete the side-by-side comparison by entering factual data, either quantitative or qualitative, that objectively demonstrates how each option contributes to each criterion.

At this point, you have a solid decision framework that includes your final options, weighted criteria and clear evidence of the contribution of each option to each criterion. In How to: Multi-criteria Analysis – Part 3, we discuss how to advance this framework by assessing each of the options numerically against the weighted criteria and then making the decision!

Tags: , , ,
Posted in All blog posts, How do you decide | Comments Off

How to: Multi-criteria Analysis – Part 1

Monday, April 18th, 2011


You Are What You Decide asked: So, how do you decide? Based on your gut intuition, a formal analysis of trade-offs, your core beliefs, multiple criteria, the alignment to your vision for a preferred future? Or something else?

This three-part post will walk step-by-step through a multi-criteria analysis, a formal decision process you might use when making a weighty decision. Here are the steps:

Part 1:

  • Step 1: Complete your research
  • Step 2: Generate and weight criteria (i.e., define your desired outcome)

Part 2:

  • Step 3: Identify and/or create options, alternatives or solutions
  • Step 4: Complete a side-by-side comparison

Part 3:

  • Step #5: Objectively assess each option against each weighted criterion
  • Step #6: Make your decision

The steps are listed linearly for ease of understanding. But rarely does a decision process unfold without iteration. Thoughtful multi-criteria analysis leads you to loop back-and-forth between steps, clarifying and refining your thinking as you go. For example, although you may begin with an initial set of options, that set will likely be refined and enriched as you complete your research, generate and weight criteria, apply the criteria and move to decision-making.

Step 1: Complete your research


Whether buying a car or house, choosing a college or making some other consequential choice, you need first to become well informed.

  • What do I need to know?
  • What are my requirements?
  • Are there constraints?
  • What are the options?
  • How can I compare those options fairly?

In my experience, folks make two critical mistakes at this phase of decision-making. They do not invest sufficient time or resources in research, and they move to decision-making before they have investigated a wide range of options.

Consider the college search process. In terms of financial investment, it is one of the more significant decisions a typical family will make. In New York State, the total four-year investment at a public institution approaches $80,000 and at a private institution often exceeds $200,000. In some cases it tops out at $250,000.

Nonetheless, it is common for overwhelmed families to skimp on or rush through the information gathering phase. I have heard parents remark that they couldn’t afford to purchase the standard college guides, such as the Princeton Review ($22.99), because they are too expensive! I know students who neglected to use amortization calculators to determine the true cost of their student loans, both in terms of monthly payments and total payback with interest. Families often visit few college campuses before making their final selection. The consequences of these short-cuts are predictable. For example, after dropping her child off at college for the first time, a mom I know lamented: I was surprised how rural it was.

Multi-criteria case study

Consider this case study. Prism recently facilitated a diverse team of school district stakeholders through a successful multi-criteria decision. The Elmsford Union Free School District facilities planning task force was grappling with a complex decision. Elmsford’s Dixson Primary, a PK-1 building built in 1894, enjoys the love of many community stakeholders but is considered woefully inadequate to serve the needs of its students. The issue is emotional and many task force members arrived with preconceived notions: some, that the building needs to be closed; others, that building should be renovated. There was conflict and disagreement.

The planning process required that the team step back from their preconceived notions and thoroughly research the issue. For example, they spent considerable time walking through the facilities and researching state education law, financing and other issues. They needed to build a shared knowledge base so that their conversations — including their disagreements — could be informed by fact wherever possible. As shared knowledge grew and many untested assumptions proven invalid, the conversation became less polarized and more informed.

Step 2a: Generate criteria


Once they were well-informed, the task force began to list its criteria. A criterion is a standard, rule, or test on which a judgment or decision can be based. For example, if you are buying a house, a criterion might be “number of bedrooms” or “size of the yard.”

The Elmsford task force went through a creative process, diverging to consider many criteria and then converging on a final set of eleven. They defined their criteria clearly and simply, using a few words, like a book title, followed by a succinct definition. They agreed to eleven criteria, including “Multi-purpose: there is a large, multi-purpose room that has a stage and that can accommodate the school population” and “Flexibility: the facility has the flexibility to accommodate short- and long-term growth,” among others.

A family selecting the best college can use a similar process. Using 3 x 5 cards, articulate one criterion per card until all possible criteria have been listed. As a family, share, clarify, combine and refine your criteria. Then converge on a final set. Like the Elmsford task force, you will have defined your desired outcome and now know explicitly what you want to achieve. In the parlance of IT professionals, you will have completed your requirements analysis. Or, simply put, now that you know what you want, you just might get it.

Step 2b: Weight criteria


With the decision criteria agreed to, you can now weight them. First, order the final set of 3 X 5 cards in declining order of relative importance. Then assign a weight (between 0 – 100) to each criterion, making sure that the sum of all weights totals 100. Then begin to build a decision matrix, either using a table or, preferably, a spreadsheet. Place the weighted criteria in the top row. Later, you will add the options into the first column. See the sample decision matrix above. Or feel free to download the working spreadsheet.

The Elmsford task force used Prism’s Group Decision Support System to weight their criteria by completing a paired comparison analysis. View their results in the chart below.

Having identified and weighted your criteria, you are well on your way to creating a sound decision framework. In How to: Multi-criteria Analysis – Part 2, we discuss how to advance this framework by adding a set of options and completing a side-by-side comparison.




Tags: , , ,
Posted in All blog posts, How do you decide, Top 5 reader favorites | Comments Off

You Are What You Decide

Thursday, March 24th, 2011


Everyday, we make — or avoid — decisions. Everyday our choices make us. We are what we decide.

Sheena Iyengar reports in The Art of Choosing that the “desire to choose is so innate that we act on it even before we can express it.” She continues:

In a study of infants as young as four months, researchers attached strings to the infants’ hands and let them learn that by tugging the string, they could cause pleasant music to play. When researchers later broke the association with the string, making the music play at random intervals instead, the children became sad and angry, even though the experiment was designed so that they heard the same amount of music as when they had activated the music themselves. These children didn’t only want to hear music; they craved the power to choose it.

Amazing. From our first months as infants, we are hard-wired to want to choose. So, why do we so often struggle with decision-making?

I have observed people spend more time deciding what color drapes to put in a living room than they spent deciding which house to buy in the first place. Others, whom I have seen anguish over the final packing list for their child’s first year in college, put little effort into the decision regarding which college the child should actually attend.

It is an interesting phenomenon. Consequential choices are often made hastily. Why? I think the answer is simple. Most of us have never been taught formal decision-making processes beyond: list the pros and the cons. At least that’s what my mom always told me to do! Without a tool set to draw on, a person can become overwhelmed by weighty decisions.

So, how do you decide? Based on your gut intuition, a formal analysis of trade-offs, your core beliefs, multiple criteria, the alignment to your vision for a preferred future? Or something else?

In the coming weeks and months, this blog will feature a series of posts describing approaches to decision-making including

Of course, if your curiosity is whetted, you do not have to wait! Feel free to peruse the posts below, each addressing some aspect of decision-making:


Tags: , , , , ,
Posted in All blog posts, How do you decide | Comments Off

Are Too Many Options Bad For You?

Sunday, August 15th, 2010

Ever since I read Sidney Parnes’ The Magic of Your Mind more than twenty years ago, I have firmly believed that having more options is preferable to having fewer options. On the other hand, just about every time I go to the grocery store, I wish there were fewer choices. So I am conflicted: my training and belief system tell me the more options, the better; my experience, sometimes just the opposite.

Research now validates the conflict I experience.

Sheena Iyengar’s fascinating presentation, On the Art of Choosing, discusses the impact of culture on decision-making. One of her key research findings is that the American belief that more options are better than fewer is not universally held by all cultures: “Though all humans share the basic need and desire for choice, we don’t all see choice in the same places or to the same extent.”

I find this interesting but not surprising. What did surprise me is her assertion that even for Americans, having too many options can result in poorer decision-making: “When there are too many choices to compare and contrast, the process of choosing can be confusing and frustrating. Instead of making better choices, we become overwhelmed by choice, sometimes even afraid of it. Choice no longer offers opportunities but imposes constraints.” In fact, Iyengar’s research demonstrates that when you give people “ten or more options when they are making a choice, they make poor decisions.”

To view Iyengar’s full discussion of the impact of culture on decision-making, click below. If you wish to go directly to her dismantling of the assumption that the “more choices you have, the more likely you are to make the best choice,” fast forward to 8 minutes 10 seconds.

Tags: , , , , ,
Posted in All blog posts, Creativity & problem solving, Decision-making | 1 Comment »

Lebron’s Decision-making Fallacy

Friday, July 9th, 2010


I suppose that if you are regularly referred to as the “Chosen One” and the “Second Coming,” it’s understandable that you would anoint yourself the “King.” And then why not have an appropriately regal coronation on ESPN? Certainly, your subjects — prostrated and intoxicated by awe and wonder — will praise the wisdom of your decision-making.

Like Homer’s ancient heroes, Lebron James is driven by a deep desire to defeat mortality and to live perpetually as the greatest and most admired basketball player ever. And he was likely traveling that path, until his certainty bias washed out the road.

Outside of Miami, fan and media response to his narcissistic self-annointing has been nearly universally scathing. Just a few examples:

How did James miscalculate so egregiously? He was a victim of certainty bias.

Robert Burton, author of On Being Certain, has exposed the hazards of “believing you are right even when you’re not.” His central premise: “Despite how certainty feels, it is neither a conscious choice nor even a thought process. Certainty and similar states of ‘knowing what we know’ are sensations that feel like thoughts, but arise out of involuntary brain mechanisms that function independently of reason.”

In an October 2008 article in Scientific American entitled The Certainty Bias: A Potentially Dangerous Mental Flaw, Burton discusses how to avoid its pitfalls: “I don’t believe that we can avoid certainty bias, but we can mitigate its effect by becoming aware of how our mind assesses itself…I’ve taken strong exception to the popular notion that we can rely upon hunches and gut feelings as though they reflect the accuracy of a thought.

“My hope is the converse; we need to recognize that the feelings of certainty and conviction are involuntary mental sensations, not logical conclusions. Intuitions, gut feelings and hunches are neither right nor wrong but tentative ideas that must then be submitted to empirical testing. If such testing isn’t possible (such as in deciding whether or not to pull out of Iraq), then we must accept that any absolute stance is merely a personal vision, not a statement of fact.”

No one reading this blog has been deified. But like Lebron James, we are all susceptible to certainty bias. Good thinking requires that we be aware of and avoid its dangers. As Burton concludes: “Only in the absence of certainty can we have open-mindedness, mental flexibility and willingness to contemplate alternative ideas.”


Tags: , , , ,
Posted in All blog posts, Decision-making | Comments Off

Ben Franklin’s Tradeoff Tool

Monday, April 19th, 2010


Let’s face it. When faced with an important decision, we are often prone to procrastination. Indeed, the more consequential the decision, the more time we may spend avoiding it. We let inertia reign, maybe even succumb to status quo bias. Our procrastination has multiple causes—some psychological and some cognitive. One clear cause is that most of us are ill equipped to manage decision tradeoffs.

Important decisions include multiple, sometimes competing factors. A tradeoff requires that we sacrifice one factor to achieve another. Consider the challenge of buying a house. A typical home buyer has many criteria—the number of bedrooms, the size of the yard, the condition of the kitchen, the neighborhood, proximity to a good school, among others. Rarely will the buyer find a home that meets all criteria perfectly.


One morning a home buyer wakes up thinking about the wonder of a modern kitchen and decides she should buy House A. The next morning, thinking about the joys of a magnificent back yard, she decides to buy House B. This is the essence of a tradeoff dilemma: we have to sacrifice one criterion in order to achieve another and we struggle to do so. Of course, the real world decision is far more complex, involving perhaps a dozen criteria in the tradeoff “calculus.”

In a 1772 letter to Joseph Priestly, Ben Franklin, always resourceful, provides a simple tool for calculating tradeoffs. Franklin explains: “…my Way is to divide half a Sheet of Paper by a Line into two Columns, writing over the one Pro, and over the other Con. Then during three or four Days Consideration I put down under the different Heads short Hints of the different Motives that at different Times occur to me for or against the Measure. When I have thus got them all together in one View, I endeavour to estimate their respective Weights; and where I find two, one on each side, that seem equal, I strike them both out: If I find a Reason pro equal to some two Reasons con, I strike out the three. If I judge some two Reasons con equal to some three Reasons pro, I strike out the five; and thus proceeding I find at length where the Balance lies…”

The graphic above left illustrates the simple genius of Franklin’s approach. Similarly weighted combinations of pros and cons cancel each other out, in this case the pros outweighing the cons in the tradeoff “algebra.” No need for a decision matrix or other more sophisticated tool to make the decision. The methodology could be taught to a young child.

As Franklin concludes, “tho’ the Weight of Reasons cannot be taken with the Precision of Algebraic Quantities, yet when each is thus considered separately and comparatively, and the whole lies before me, I think I can judge better, and am less likely to make a rash Step; and in fact I have found great Advantage from this kind of Equation.”

Tags: , ,
Posted in All blog posts, Decision-making | Comments Off

Status Quo Bias

Monday, March 29th, 2010


Often, when making difficult decisions, we choose what is familiar and reject novelty. We favor the status quo because it is “within our comfort zone.” This is a natural human tendency. However, new research reported in the Proceedings of the National Academy of Sciences demonstrates that effective decision makers need to beware of the potential pitfalls of “status quo bias.”

The research construct was simple. Participants watched a video monitor displaying a tennis match. On cue, they were asked to decide whether a tennis ball was “in” or “out.” In each case, there was a default option, either “in” or “out.” So, when making a judgment, participants could select the default option or choose to over rule it. Results demonstrated that there was clear bias toward the status quo (i.e., the default option) and that this bias resulted in errors in judgment. “This bias toward default acceptance was seen in 13 of 16 subjects and importantly resulted in suboptimal choice behavior.”

The study authors observe that when “faced with a complex decision, people tend to accept the status quo, as reflected in the old adage, ‘When in doubt, do nothing.’ Indeed, across a range of everyday decisions, such as whether to move house or trade in a car…there is a considerable tendency to maintain the status quo and refrain from acting.”

Effective decision-making requires that we be aware of status quo bias, the “suboptimal acceptance of a default choice option.” To avoid this bias and to ensure optimal decision-making, an effective problem solver will diverge to generate all possible options and then converge with a clear set of criteria to select the best from among them. For simple strategies to do so, see these additional blog posts: Solution Webs and The Matrix.

Tags: , , , , ,
Posted in All blog posts, Decision-making | Comments Off