The tool presented in this book has a series of steps that must be followed to evaluate and compare options. It is assumed that the reader already has a result of a DISC test and can identify his predominant style: D, I, S, or C. 

To use the app, you must follow these steps:

1. List the options, projects, or alternatives we have in front of a particular situation. The app is designed to consider up to 8 different options. The order is irrelevant; the first option placed in the table is not necessarily more important than the last.

2. Answer the questions that correspond to each style (D, I, S, C). The reader will choose his dominant style and answer three questions. An answer from the list must be assigned to each option that was placed in the previous table.  

It is advisable not to limit yourself solely to your dominant style. As we already know, nobody is 100% D, I, S, or C. Typically, our personality is a mixture of the four profiles, only in different percentages. By answering the questions of all styles, one can obtain a 360-degree view of the situation in which we find ourselves. In other words, one could see the same situation from four very different angles or ways of thinking, leading to a more enriching reflection.

3. Check the results of this first analysis. Based on the answers chosen and the characteristics of each style, the tool will automatically assign a possible order of preference to each option. This answer is only a first glance, but it can help us reconsider or add some options. If we have made the questionnaires for more than one style, we can see the results by clicking on the corresponding title.

4. Choose the options that you want to continue comparing. You can continue evaluating up to four options. These can be taken from the original list, or new options can be added due to the reflection that generated the preliminary results. The order in which the options are placed in the list is not relevant. 

One of the goals of the first part of the process was to open your eyes and question why you have a particular preference for an option. The other goal was to start thinking about decision-making factors.

After answering the questions, you should identify what is essential for you; I call these decision-making factors. The tool will later measure each option you have concerning these factors to deliver a weighted result, finally revealing your preferences.

The next steps are:

5. Place the decision-making factors that you have defined in the table. Up to 20 different factors can be set. There is no right or wrong number; everyone is free to decide how many factors to consider.

6. Assign a level of importance to each of the factors placed. For example, let’s assume we have listed ten factors. We will give the number 10 to the factor that we consider most important of all. We will assign the number 9 to the next most important, and so on until we reach the least important factor, to which we will give the number 1. In this particular tool, it will not be possible to assign equal values to different factors. Each factor should have its level of importance. If we make a mistake when assigning the values, the tool will tell us an error. 

This is, without question, the most critical step in the entire process. For this reason, it is imperative to spend a prudent time defining the decision-making factors and their level of importance. It is not advisable to modify the levels of importance later, as it will alter the final result. It should not be necessary to remember this, but you should be as honest as possible in the process to obtain an accurate and reliable result.

7. Compare each decision-making factor regarding each option we have. For each option, you can assign a low value (1), a medium value (2), or a high value (3). In this case, if it is possible to assign equal values to more than one option.

The logic to follow is this: if the option you have is very aligned or contributes to strengthening the decision-making factor being evaluated, you should assign a high value (3). If the option is in any way aligned or contributes moderately to strengthening the decision-making factor, you should give a medium value (2). Finally, if the option is not aligned or against your decision-making factor, you give it a low value (1).

The reasoning to follow will depend on the user; there are no correct or incorrect answers. In addition, it should be noted that the responses may be relative. For example, if two options align with your decision-making factor, you can either assign both a high value (3) or perhaps a high value (3) only to the one that is more aligned and a medium (2) to the other one. The reader is free to choose the logic she/he prefers.

8. Go to the results table. The results table shows the totals obtained for each option; these are obtained after multiplying the level of importance assigned to each factor by the value set during the comparison. The option that obtains the highest score could be considered the one that most aligns with your decision-making factors and, therefore, best suits you. By clicking on each option, we can see the corresponding results.

It is not advisable to see this table during the comparison process, as it could affect and influence your evaluation criteria and alter the results.