Decisions Decisions Decisions

"Most of our so-called reasoning consists of finding arguments for going on believing as we already do" - James Harvey Robinson, The Mind in the Making

We only decide when we select from a set of alternatives a specific option and then implement it. If there are no alternatives there can be no decision, and the will can only be free if we are free to decide for ourselves. When we adopt the thinking of others, we are then subject to their thinking - we are dependent on their model of reality rather than or own.

If we just 'plug in' the belief we have always had, or do what we have always done, we are not deciding, we are merely allowing the continuance of the status quo. We are not thinking about the situation for ourselves. 

Having the confidence to make decisions for ourselves is dependent upon a number of factors:

We need to have understanding of the variables impacting on the decision. This may require reading and researching so that we may consider ourselves informed, rather than relying on 'expert' opinion. For every expert opinion, there is an equal and opposite expert opinion...

We need to stop asking others to take responsibility for our decisions. When we ask others to advise us, do we mean we want them to make the decision, or do we want them to explain the situation, the options and consequences of each possible choice, and allow us to make our own decision?

We need to insist on the right to work things out for ourselves; with time, we get better at the decision-making process. Constantly asking others to tell us what to do is abdication of this right.

Think about the decision process as a four-part process: RISA (Review, Interpret, Strategise, Act)

1. Review - This first step involves collection of all information relevant to the issue at hand, including definition of the situation and the available options, 

2. Interpret - Analyse the information and consider the possible consequences of each option.

3. Strategise - Choose an option and determine how it will be implemented. We often call this scenario planning. 

4. Act - If you do not implement the strategy, you have not completed the decision - you have decided not to decide!

Structuring your decision-making in this fashion will certainly ensure that you think issues through rather than go with the old 'gut feel', which may only be useful when you have two choices that are so similar that the nett effect of the difference won't be substantial.

Making the effects of our decisions more predictable means that we play the percentages better - high risk, from-the-hip decision-making may be right from time to time, and there are situations in which it may even be better, but it not a sustainable strategy because it is so high risk. When the consequences are significant, it is better to think it thru...

D (just call me D)

justd@justd.ws

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