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Kepner Tregoe method is based on 4 rational processes in which 4 fundamental questions are answered: In Situation analysis it clarifies the problem situation on what happened ? In Problem analysis the actual cause of the problem & the relationship between cause and result were searched for why did it happen ? In Decision analysis it was based on the decision making criteria, choices are made to arrive at potential problem resolutions on how should we act ? In Potential Problem analysis the potential future problems were anticipated and preventative actions are developed as to what will the result be ? KT method is a 8 step process namely: Step 1 – Create a decision statement Step 2 – Define operational objectives Step 3 – Weight operational objectives Step 4 – Generate a list of alternatives Step 5 – Assign relative scores to each alternative Step 6 – Rank the highest-scoring alternatives Step 7 – Generate a list of problems Step 8 – Compare rankings Examples: 1. In order to better serve its customers, Microsoft’s Customer Service & Support (CSS) incorporated the Kepner-Tregoe methodology into CSS systems and metrics around the world. 2. Target Corporation implemented the Kepner-Tregoe (KT) approach to improve IT incident management performance to speed up the resolution process of the incidents with minimal impact on operations and customers

The Kepner Tregoe analysis is based on methodology where the problem is disconnected from the decision, also termed as PSDM ( problem solving and decision making). Both inventors Charles Kepner and Benjamin Tregoe came up with the method where they dived in depth about the troubleshooting skills of people. Under traditional methods , problem’s are worked upon after four basic questions are answered, which are 1. What is the issue? 2. Why did it happen? 3. What needs to be done? 4. What needs to be done to prevent it from happening again? Whereas Kepner Tregoe method aka rational processes , this traditional pattern is modified and four step rational processes in which four fundamental questions are being asked , which are as follows , Situation analysis- Here we shed some light on the problem/ issue. Problem analysis- Here real cause of the problem and the connection between the cause and result are being looked into: Decision analysis- After utilizing decision making tools , choices are made to produce potential solutions. Potential Problem analysis- At this point preventative actions are developed and future occurrence precautions are proposed. KT matrix is root cause analysis used in organizational decision making. There are eight major steps involved in KT matrix , 1. create a decision statement 2. define operational objectives 3. weigh operational objectives 4. generate a list of alternatives 5. assign relative scores to each alternative 6. rank the highest scoring alternatives 7. generate a list of problems 8. Compare rankings . For example- In order to focus more on customer satisfaction in 2014, Microsoft customer care and support utilized the KT method into its CSS systems and metrics . To be more accurate, the rational processes of this approach were used by the technical and legal team members to find the actual cause within time frame , more accurately with better decisions making and least problem reoccurrence. Key areas of focus for the CSS team were , - increase customer satisfaction and teamwork - customer handling experience to be best in class - reduce key metrics like DTS ( days to solve ) and TMPI ( times minute per incident). After 3 months results were quite evident with DTS reduced by an average of 1 per day case , TMPI deduced about 27 mins per case and cyst satisfaction was up by 3.3%. Some of the notable advantages it possesses could be , but not limited to , a. It allows businesses to make smart decisions in critical issues which are often subject to biases such as emotion or time constraints. b. Based on company requirements, it is quite competent to prioritize key factors by assigning numerical scores . c. It is rigorous decision making technique with a measurable evaluation of decisions and their options as well .