Show Menu

Kepner Tregoe Cheat Sheet (DRAFT) by [deleted]

This is a draft cheat sheet. It is a work in progress and is not finished yet.


The Kepner Tregoe Matrix is a one of the most unique, documented analysis and decisi­on-­making methods. It is sometimes called a root cause analysis and decisi­on-­making method. It is a step-b­y-step approach for system­ati­cally solving problems, making decisions, and analyzing potential risks. It helps the decision maker to maximize critical thinking skills, system­ati­cally organize and prioritize inform­ation, set object­ives, evaluate altern­atives, and analyze impact.

Four Steps

Kepner Tregoe Decision Making can be summarized to four steps

1. Situation Appraisal
2. Problem Analysis
3. Decision Analysis
4. Potential Problem Analysis

The Kepner­-Tregoe analysis model may provide you with an unbiased decisi­on-­making Decision Making Process. It is a structured technique to identi­fying and rank all factors critical to the decision. It may help you to utilize critical thinking skills, organize and prioritize inform­ation, set object­ives, evaluate altern­atives, and analyze impact.

As a tool, it is popular because it limits conscious and uncons­cious biases that tend to steer a decision away from its primary object­ives. This method­ology can be applied to many types of decisions, but because of it’s complex appearance and training often required, it tends to be used in management decisions or business decisions. The user of will evaluate altern­ative courses of action to optimize the selected result based on explicit object­ives.

Decision Making Steps

Kepner Tregoe describes the following steps to approach decision analysis:

1. Prepare a decision statement having both an action and a result component
2. Establish strategic requir­ements (Musts), operat­ional objectives (Wants), and restraints (Limits)
3. Rank objectives and assign relative weights
4. List altern­atives
5. Assign a relative score for each altern­ative on an object­ive­-by­-ob­jective basis
6. Calculate weighted score for each altern­ative and identify the top two or three
7. List adverse conseq­uences for each top altern­ative and evaluate probab­ility (high, medium, low) and severity (high, medium, low)
8. Make a final, single choice between top altern­atives

A further defined process

For use in conjun­ction Kepner Tregoe evaluation tools, is as follows:

1. Define the Musts and evaluate each potential solution as a GO or NO GO
2. Define the Wants
– assign each want a 1-10 rating of importance
– give each altern­ative a 1-10 rating of how well it satisfies each want
– Multiply the importance x Satisfy ratings and sum

3. Define the ADVERSE CONSEQ­UENCES associated with each altern­ative.
– rate each on the Probab­ility of occurring and its seriou­sness
– then multiply Probab­ility x Seriou­sness and SUM

Time Boxed Method

1. Defining Musts and Wants (5 Minutes)

Define the Musts – do not consider the altern­atives – Musts are MANDATORY requir­ements and must be MEASURABLE – if the MUSTS are NOT possible, the altern­ative must be rejected

Define the Wants – do not consider the 6 altern­atives

2. Rating Musts and Wants (10 Minutes) Musts – Evaluate EACH altern­ative as a GO or NO GO Wants – Assign a 1-10 Rating of Importance to EACH altern­ative, – Assign a 1-10 rating of how well EACH altern­ative Satisfies EACH Want – Multiply Importance x Satisfy for EACH altern­ative and SUM

3. Determ­ining Adverse Conseq­uences (5 Minutes) List the Adverse Conseq­uences associated with EACH altern­ative (there should be several adverse conseq­uences for each altern­ative)

4. Rating the Adverse Conseq­uences (10 Minutes) Rate Each adverse Conseq­uence – on the possib­ility it will occur – and the Seriou­sness if it does occur – then multiply Probab­ility x Seriou­sness and sum

5. Decision What altern­ative did you select based solely on the decision analysis tables? Did the Adverse Conseq­uences Table change your original decision?
Conclu­sion: If you still can’t decide using the Kepner Tregoe , the decision was to do nothing. The building may still be on fire! This does NOT mean that “Do Nothing” is the right decision!