People frequently feel difficulties in making decisions. Unfortunately, decision-making is a constant requirement for everyone, ranging from minor choices, like what to have for lunch to momentous life decisions such as where and what to study, and whom to marry.
What are the skills involved in decision making?
In its simplest form, decision making entails selecting between two or more courses of action. As part of the broader problem-solving process, decision making involves choosing from various possible solutions. Decisions can be reached through an intuitive or reasoned process, or a combination of both.
Intuition:
Intuition refers to a “gut feeling” about potential courses of action. Although intuition is often depicted as a mystical “sense,” it is actually a blend of past experiences and personal values. It is advisable to consider intuition since it reflects one’s acquired wisdom about life.
However, intuition is not always grounded in reality; it can be influenced by perceptions, many of which may have developed during childhood and may not be fully mature. Therefore, it is recommended to scrutinize gut feelings, especially if they strongly oppose a particular course of action, in order to understand their underlying reasons and whether they are justified.
Reasoning:
This aspect revolves around the facts and figures relevant to decision-making. Reasoning is rooted in the present moment and factual information. However, it may neglect emotional aspects of the decision-making process and fail to account for past experiences that could impact the way a decision is implemented.
Intuition is a perfectly valid approach to decision making, particularly when the decision is straightforward or requires prompt action.
More complex decisions generally necessitate a structured and formal approach combining intuition and logic. It is crucial to exercise caution when facing impulsive reactions to a situation.
What can hinder effective decision making?
Several issues can impede effective decision making, including:
- Lack of information:
If there is insufficient information, the decision may feel baseless.
It is advisable to take the time to gather the necessary data for a decision, even in mentally demanding situations. If needed, it is best to prioritize data collection by identifying the most important information. - Information overload:
Conversely, having an excessive amount of conflicting information can make it challenging to see the bigger picture. This situation can sometimes be paralyzing and even exploited as a tactic to delay organizational decision making by demanding more information before a decision can be reached. Resolving this problem involves making joint decisions on critical information, reasons for their importance, and setting clear deadlines that include the information-gathering phase. - Hidden interests:
Decision-making processes often fail due to undisclosed personal agendas that hinder progress. Since these interests are not openly expressed, identifying them clearly becomes difficult, preventing them from being addressed. One way to tackle this is by involving an external party who is in a similar situation and can provide a fresh perspective. It is also recommended to engage all stakeholders in exploring both logical and intuitive aspects of the decision-making process, potentially with the support of a personal coach. - Too many people involved:
Making decisions as a group can be a challenging process. Each individual has their own perspectives and values, and while it is important to understand and appreciate these viewpoints, there may come a point where one person needs to take responsibility for making the final decision. Sometimes, any decision is better than no decision at all.