TradeOff is aunique, indispensable and unparalleled management tool to be used by alllevels of management for increasing the productivity of managers intheir task as decision-makers, as well as improving the quality ofdecisions in complex decision-making and in multi-cultural settings.
TradeOff is not a spreadsheet ordata-base package. Neither is it a number crunching system. TradeOff providesdecision support in the more difficult and elusive arena of non-quantifiabledecisions.As a Group Decision Support System (GDSS), it quicklyand effectively puts the scattered and disorganizedcollective gut-feel of a management decision-making body into amanageable structure.
Theneed for TradeOff
It is a recognized fact that the multi-cultural business world of todayis more dynamic than it has ever been, and that the rate of change willcontinue to increase. Yet we find thatdecision-makingprocesses tend to become slower and slower, resulting in decreasingproductivity of managerial decision-making due to factors such as high stress,work overload, interpersonal communication problems, and many more challenges.
Most progressive organizations are continually concerned about productivity, because ofits impact on profitability. The most important level of improving productivity is at management decision-making level, for what use is implementing a low qualitydecision very productively on the factory floor?
The advance in managementtechnology for improving management decision-making has, however, been slow.Too often, management gets trapped in a complex decision-making routine withoutgetting anywhere. When a decision is eventually reached, it is often simplydue to meeting fatigue, and not because it is necessarily agood decision. This could result from factors such as a lack of consensuswithin the group, a poor understanding of the problem at hand,or a sheer lack of time.
Good news! TradeOff has beendesigned exactly to meet these needs, and it does so most effectively.
TradeOff addresses the value systemof every individual decision-maker, structuring thisfor every given problem that the decision-maker is confronted with, and thensynthesizes the highest quality decision the decision-making body is capable ofreaching. Allthis is done in a matter of minutes, and without time consuming andsometimes futile arguing.If used incommittees, it relieves the team ofmuch anxiety and stress about the outcome of their work. This makes problem-solving more fun than labour, and creates a moremotivated and relaxed team, prepared to tackle more complex problems. All thisis achieved by using TradeOff, as, with this system, the person with the gift of thegab cannot overrule anybody.
This may be the strongest point in favor of using TradeOff. In many decision-making situations, especially inpolitical and multi-cultural settings, thereis a great deal of power-play by the participants. Thisoften results in awkward, sensitive and annoying situations where decisions have to be implemented.
What is perhaps even more importantis that TradeOff differentiates between the good and the not-so-good decision-maker, without exposingeither to the group. Furthermore, itattaches more value to the inputs and opinions of the good decision-maker, thusguaranteeing that only the best quality results are produced from the team as awhole.
The bottom line
By using TradeOff, a saving inexecutive decision-making and problem-solving time, as much as 9 times, had been demonstrated. In terms of money the savings areincalculable! TradeOff is in fact part of a very comprehensive problem analysisand decision-makingmethodology that hasbeen developed for solving serious commercial, industrial, political and social problems. By itself, however, TradeOff is a valuable tool to have around, and is equally at home inthe office, the boardroom, the conference hall and even thedomestic situation.
Welcome,therefore, to the world of TradeOff. We know you will enjoy using it. Comments, criticisms,recommendations and constructive remarks can be forwarded to .