The Dilemma of Making Decisions
Decisions, decisions, decisions. As much as we are challenged to make decisions, we may be spending equal or more time procrastinating when it comes to rendering them. How do we make better decisions, and how do we stop procrastinating on those decisions we need to make?
“There is no more miserable human being than one in whom nothing is habitual but indecision.”– William James
Choice Implies Alternatives and Freedom
The first thing we have to keep in mind is that every decision always requires making a choice between one or more alternatives. Not making a decision is a choice as well, and this means that we have at least one alternative to evaluate. Lastly, we almost always have the freedom to choose whichever option seems the best to us in the moment, i.e., we have the power to decide.
Making choices exercises decision-making muscle. It is not a muscle that shows up on an anatomical chart but it is one that increases (or decreases) our capacity to make decisions. I am reminded of the heedful words of Vistage speaker Amy K. Hutchens, who said, “Practice does not make perfect. Practice makes permanent.” As with any exercise, our decision-making capacity can be diminished in the same way that over-working a muscle or using it incorrectly can hurt us.
When we exercise, we usually follow some sort of a system and when we don’t exercise (similar to not making a decision) we probably don’t have a process in place. Depending on your physical condition and your conditioning needs, some exercise methodologies work better than others. As we are learning more and more, ideally a good exercise system is one that considers muscle balance rather than isolation and focus on only one part of the body such as the stomach. Therefore, an exercise system employs a variety of techniques to achieve muscle balance throughout the body so as to support it to perform many tasks and activities to the best of your ability.
Similarly, your decision-making methodology should be one that enhances your decision-making capability, i.e., your ability to make good decisions. The system you follow should help you to balance your decisions so that you or others can perform successfully (achieve your objectives). Balance in the decision-making process, like a physical exercise system, has certain factors it takes into consideration plus certain procedures that you’re expected to follow to achieve the best results. For the sake of simplicity, I condense those factors and procedures into the following:
- Problem or issue identification
- Gather the facts
- Identify and evaluate alternatives
- Choose the best alternative but make sure to perform a stress test
- Communicate and validate your decision with others.
Problem or Issue Identification – What and Why
What is the issue, problem or opportunity at hand? Why is it a problem, an issue or an opportunity? In this case, the “why” is often more important than the “what” – in fact, looking carefully at the “why” can often change the “what.” Related to addressing the “why” is asking the question, “What would be the ideal outcome?” The point is, why put a lot of energy into making a decision about an issue, problem or opportunity that does not exist or one that is incorrectly diagnosed? Problem-solving skills are best employed for achieving worthwhile objectives rather than chasing ghosts.
Fact Gathering – Funnel the Facts
Fact gathering refers to the points of information you need to consider in the decision-making process. View it as a process of putting data through a funnel. Generally, funnels have a large opening at the top and a small opening at the bottom. Facts can take many forms. They can be fixed limitations like constraints (e.g., little money) or time limits. They can describe a current condition or environment. They might be a listing of resources, also with limitations or certain conditions.
The top of the funnel pulls everything in. The middle of the funnel decides what is relevant. The bottom of the funnel lets the important facts – those items that must be addressed in the solution – drop into place.
Identification of Alternatives – Pinning Ideas on the Wall
“If we are all in agreement on the decision, then I propose we postpone further discussion of this matter until our next meeting to give ourselves time to develop disagreement and perhaps gain some understanding of what the decision is all about.”– Alfred P. Sloan, Jr.
This process could be described as pinning a lot of ideas on the wall so that you and/or your decision-making team can compare alternatives. Imagine each option on a big sheet of paper with the following data filled in:
- How does it address what you are trying to solve?
- Where does it fall short?
- What are the pros of this alternative?
- What are the cons of this alternative?
- What is the cost of this alternative?
- What is the cost/benefit of this alternative?
Stress Testing
“When your values are clear to you, making decisions becomes easier.”– Roy E. Disney
You may have one or two alternatives that you like. Stress test them! Stress testing involves imagination, foresight and anticipation. First of all, if it doesn’t feel right, your gut is probably acting up and if this is the case, be wary. When something does not feel right, your ability to execute may be impeded and/or your subconscious is sending you a warning. In this situation, stress test procedures take on even greater importance.
Here are some questions to ask as part of stress testing:
- When can this alternative fail, i.e., Under what conditions is this alternative not the right answer and what is the likelihood of those conditions being present now?
- Do you have someone including yourself, who can execute this solution, i.e., Will this solution fail if the wrong person tries to deliver it, or do I have to bring someone in to do it?
- Do I have a clear plan to execute this solution, i.e., Do we know how to get it done?
- What other risks may be present in pursuing this option?
Communicate & Acknowledge
“Whenever you see a successful business, someone once made a courageous decision.”– Peter F. Drucker
Unless it is a state secret, let key stakeholders know the issues or challenges you’re working through. Employees or consultants will appreciate your sense of commitment especially if they were participants in your decision-making process and have bought in to your solution. If you are a part of a supportive group of peers, the members will be cheering you on to success if they believe in your choices, and may offer to help in any way they can. Lastly, I suggest you tell your family members what you are addressing and how you arrived at your decision. Communicating decisions is a leader mandate. Many judgment calls are difficult to make, and there is usually a great deal at stake. Decision-making takes courage and commitment. Let yourself (and others) acknowledge you for it.
And, there is more, there always is.
Be genuine.
Copyright 2014 © John J. Trakselis, Chicago CEO Coaching
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