The art and science of decision making: putting theory into practice -- What works -- What doesn't work -- Reacting versus responding -- Responding versus reacting -- Borrowing from business: due diligence in decision making -- What investors do -- Defining due diligence -- Staging implementation to reduce risk -- A consistent approach to critical decisions -- Managing critical decisions: the who, what, and how -- Who decides? -- What choices? -- How do you put it all together -- Enter the matrix: introducing an effective tool -- The matrix: framing the decision -- The rows: weighting the due diligence criteria -- The columns: scoring the due diligence criteria -- Using the matrix for binary decisions -- Using the matrix for choices among similar options -- Using the matrix for choices among dissimilar options -- Making critical decisions -- Stage one: feasibility -- The seductive nature of new ideas -- Common feasibility decisions -- The feasibility matrix -- Stage two: pilot -- Piloting the feasible decision -- Designing the pilot project -- The pilot matrix -- Stage three: implementation -- From pilot to implementation -- A good implementation plan -- The implementation matrix -- Stage four: cutback -- Dimensions of cutting back -- The cutback matrix -- Putting the matrix to work -- Boards of directors -- Executive directors -- Managers -- Funders -- Consultants -- The decision-making guide -- Assessing the decision -- Working through the matrix -- Appendix: staff renewal decisions -- Notes -- Further reading -- Index.