Decision matrix template for team choices
You have a shortlist, but each person is judging it against a different standard. This decision matrix template puts the options, criteria, weights, and evidence in one place. Use the blank workbook for your own choice, then inspect the worked example to see how the calculation behaves.
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How do you use this decision matrix template?
Use the decision matrix template by defining three criteria, assigning weights that total 100%, and rating each option on the same scale. The downloadable workbook includes a blank working sheet and a separate illustrative example. Its weighted scores update when you change the inputs.
Download the decision matrix workbook
A weighted decision matrix combines ratings for options with the importance assigned to each criterion. The American Society for Quality (ASQ) describes multiplying ratings by weights and adding the results for each option.
- Define the criteria. Replace the three criterion labels with factors relevant to your decision. Record what a low and high rating mean.
- Set the weights. Enter percentages totaling 100%. These express your priorities, not a universal recommendation.
- Rate each option. Use whole-number ratings from one to five in this workbook, with five always meaning more desirable. Leave unknown ratings blank.
- Review the result. Check the evidence and unresolved concerns before the decision owner chooses. Write down why the final choice was made.
The blank sheet has space for five options. A row needs an option name, three valid ratings, and complete criterion weights before its total appears. Keep unused option rows blank. The workbook flags incomplete or invalid inputs rather than presenting them as a zero score.
What does a blank decision matrix look like?
A blank decision matrix needs named options, criteria, and scoring rules before its totals mean anything. Copy this structure into a document if you prefer a manual version. Use the workbook for formulas.
| Option | [Criterion 1] | [Criterion 2] | [Criterion 3] | Weighted total |
|---|---|---|---|---|
| Weight | [Weight %] | [Weight %] | [Weight %] | Weights total 100% |
| [Option name] | [Rating] | [Rating] | [Rating] | Sum of rating × weight |
Keep the reason for each rating alongside the matrix. Our suggested evidence note is: “Source, observation, uncertainty, and reviewer.” A score without its reasoning is difficult to challenge constructively.
How do you weight criteria in a decision matrix?
Weight criteria by stating how much each factor should influence this particular decision. Agree on the definitions before entering percentages. In this template, the weights total 100% so the weighted result remains on the same one-to-five scale as the ratings.
Keep the direction of the rating scale consistent. ASQ specifically cautions that criteria such as cost can reverse the intended meaning: high cost may deserve a low rating. Name the criterion “Low total cost,” or write explicit anchors for low and high ratings.
Separate requirements from preferences. We recommend checking nonnegotiable requirements before scoring, so a strong rating elsewhere cannot quietly compensate for an unacceptable option. Record the requirement and supporting evidence in the decision notes.
How is the weighted total calculated?
The weighted total is the sum of each rating multiplied by its weight. The example below assumes three hypothetical options, three criteria, and the stated ratings. It is an arithmetic demonstration, not a vendor evaluation or recommended set of priorities.
| Option | Low total cost 50% | Implementation fit 30% | Support fit 20% | Weighted total |
|---|---|---|---|---|
| Option A | 4 | 3 | 2 | 3.3 |
| Option B | 3 | 4 | 4 | 3.5 |
| Option C | 2 | 5 | 3 | 3.1 |
For Option A: (4 × 0.50) + (3 × 0.30) + (2 × 0.20) = 3.3. Option B has the highest total under these assumptions. That is the extent of the result.
Try changing the weights to 20% for low total cost, 60% for implementation fit, and 20% for support fit. The same ratings give A = 3.0, B = 3.8, and C = 4.0. Option C now leads. The change illustrates why the team should discuss the weights, not just the final order.
What should you do when people disagree with the ranking?
When people disagree with the ranking, inspect the ratings, evidence, and weights separately. Ask which input they would change and why. ASQ notes that ratings are only as sound as the assumptions behind them; the highest total does not necessarily dictate the choice.
Our recommendation is to preserve the disagreement in the evidence notes. If the decision owner chooses a lower-scoring option, record the reason. Do not quietly alter the inputs to make the preferred option win.
How can you run the decision in ChoiceBoard?
Use the same options and factors to frame a decision in ChoiceBoard. Participants answer head-to-head comparisons, and the result includes a ranking and a measured level of agreement. This is a different input method from entering spreadsheet ratings; it does not imply a workbook import feature.
ChoiceBoard doesn’t hide disagreement, it measures it.
ChoiceBoard structures the decision. The person who has to make the call still evaluates the result. For the surrounding workflow, read the group decision-making process. For the comparison method, read the pairwise comparison guide.
Frequently asked questions
Do decision matrix weights have to total 100%?
This workbook requires weights totaling 100%. That keeps its weighted totals on the rating scale. Other weighted-scoring implementations can use different weight conventions.
Should a high cost get a high score?
Not when higher scores mean more desirable results. Define the rating direction before scoring. For example, a low total cost can receive a higher desirability rating.
What happens if a rating is missing?
The workbook leaves the weighted total blank and flags the missing input. Enter a rating only when you have a basis for it; do not use zero to represent an unknown.
Does the highest score determine the final decision?
The total summarizes the ratings and weights you entered. Review the assumptions, constraints, and disagreement before choosing. Record the decision owner’s reasoning.