The Power of Decision Making

Decision making is part of everyday life. You have likely experienced deciding between 25 ice cream flavors at the grocery store or some other trivial task. It takes time to make a decision, and rushing can end in a result that you later realize is less than desirable. When it comes to choosing ice cream flavors there is low risk, since it is normally delicious regardless of the flavor. However, high-risk decision-making situations are not so forgiving when a conclusion is rushed.

High-risk situations are normally associated with money and success. These can include anything from deciding where to open the storefront for a business to purchasing a new car. The key to making these decisions is understanding the stages of making a decision. When all aspects are considered, the decisions you make will be powerful.

Decision-making is more than isolated events, it is a process and should be treated as such.

The process-based approach to decision-making considers all factors that can result from a decision before it is finalized. This allows decision-makers to find the root of decisions, educate themselves as they search for alternative actions, and explore possible outcomes. Taking the time to weigh all of the factors present in a decision creates confidence and well-directed action.

Problems & Objectives

Specifying the need for a decision to be made is the first step in determining other influential factors associated with the decision. The need for decision making most commonly arises when a problem requires solving or an objective needs to be reached. Take some time to understand the problem or objective at hand before jumping to conclusions.

When judging the origins of a decision it is helpful to contemplate a few questions;

–      How long do you have to make the decision?

–      Will your decision be the solution to a problem or the initiation of an objective?

–      Who will be involved in making the decision?

–      Who will be affected by the decision?

–      What resources are available to make the decision?

These questions will create a detailed origin for your decision-making process and they will highlight key points that will be useful later. If you come up with any questions more specific to your situation they can be helpful as well. The goal is to understand your starting point in this process clearly and promptly before moving on to the next step.

Consider Alternatives

Setting out on a trail is much like decision making. Multiple paths could lead to the same destination or completely different destinations. You can only be sure of where you will end up if you take the time to analyze your options and consider alternative routes.

Making a decision is defined as choosing between options, meaning there are always two or more options. However, taking the time to imagine all possible paths can bring forward options that were not originally present. The most effective way to explore alternative options is through the involvement of multiple individuals.

Each person has a unique combination of thought processes, problem-solving skills, and experiences. As a result, ten people could create ten or more different options to chose from. It is also beneficial to include multiple individuals in the form of a team to create alternative paths. The interaction of unique individuals results in a combination of ideas to create even more options.

When using a team atmosphere to build a list of alternatives it is important to support the act of asking questions and justifying ideas. Questions serve to identify any overlooked factors of each option and dig at a deeper understanding of the ideas being discussed. When this is coupled with individuals taking the time to fully explain and justify their ideas creativity and supportive competition will thrive.

Tip: Some alternative options may stem from others. Organizing them into a concept map, idea web, or other graphic organizers will ensure nothing is forgotten.

Assess Possible Outcomes

Each option that has been identified will produce a different outcome. Even if the difference is slight it is still important to assess and compare predictions. A team’s thought process is helpful during this stage as well. This is because predictions can vary and a full understanding of possible outcomes is needed to fairly compare each option.

It is impossible to identify every minute effect that each option will have and that is okay. It is most important to focus on the positive and negative effects each decision can have. These effects can be organized in a ven diagram or other graphic for ease of comparison. Consider which options have positive outcomes that outrank their possible negative outcomes and then pit those options against each other.

Tip: Just because an option has a negative outcome it does not become unviable. Some foreseen complications can be solved before or when they arise. Consider this an opportunity for early problem mitigation.

Optimize

At this point, a few options will stand out as being more beneficial than the rest. You may even have a specific decision set in mind, but you have yet to make it your final answer because something is missing. Taking the time to optimize options you have a preference for is the last stage in ensuring that all possible routes have been considered to the best of your ability.

Options can be optimized through a combination or further assessment. If two possible decisions are similar in some ways and different in others then it may be possible to mix the best parts of each. After mixing options or settling on a single option you can have one last round of assessment before the decision is enacted.

This final round of assessment will provide the opportunity to catch any complications, make any edits to the decision, and alter related plans. Feedback about a single option is often more concise and specific, but it is still best accomplished in a team atmosphere.

Decide

The last stage of decision making can feel like the hardest, however, it is the simplest and most powerful. Take pride and find confidence in all of the efforts you, your mentor, and your team have put into determining the best option. All of the brainstorming, organizing, and contemplation is behind you at this point. Now you just have to stand by your decision and take action!

 

Citations:

  1. Dartmouth, U. (n.d.). Decision-making process. Retrieved October 17, 2020, from https://www.umassd.edu/fycm/decision-making/process/
  2. 5 Key Decision-Making Techniques for Managers: HBS Online. (2020, March 31). Retrieved October 17, 2020, from https://online.hbs.edu/blog/post/decision-making-techniques?c1=GAW_SE_NW
  3. Conchrane, J. F. (n.d.). Structured Decision Making. Retrieved October 17, 2020, from https://www.usgs.gov/centers/pwrc/science/structured-decision-making?qt-science_center_objects=0