Is Decision Making More Than Trusting Your Instincts?

Did you know that every single day requires you to make 35,000 decisions on average? During office hours, you may come across so many of them. From seemingly small ones, such as which font to use for a presentation, to big ones that can have a large-scale impact, they are like fences in a jump race. There is no way to go around them.

While some decisions require a straightforward response, there are others that require deliberation. Here are a few questions that can help you understand how effective your decision-making ability is.

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Is fast always efficient?

Do you walk into a store and buy the first shirt that you see? No, right? You scan the store, select a few options, try them out and buy the one that fits you well. When you follow this process, you walk out with the satisfaction that you made the right choice.

Similarly, at work, giving quick resolutions is not always efficient. When you take the time to understand the problem that you are solving, there is a greater possibility that your solution will be more effective.

Is it alright to put off a decision?

You don’t have to share your decision at the very moment your manager or team member asks you to. Here, you may want to note that intentionally delaying a decision is also a decision. When you choose to collect more information and weigh your options, there is a greater possibility that you won’t have to revisit your choice at a later stage.

Can you make a decision alone?

Can you and should you? If it is a decision that can impact your colleagues and team, you may want to take their buy-in. Considering the viewpoints of your shareholders can give an angle that you may have ignored previously.

Are you trusting your gut?

You may have a strong sixth sense, but it is advisable to rely on data and information when it comes to business decisions. It can challenge your unconscious bias, which comes with years of deep conditioning of your brain to think in a particular way. Moreover, it reduces the chances of overlooking new information and insights.

Do you have the complete information?

Before you decide, you may want to assess if you are basing it on assumptions or factual knowledge. While it may be tempting to trust your hypothesis to be true, unless you have the complete information, your decisions may not deliver the desired results.

Are decisions a one-time phenomenon?

With the change in context and information, you may have to go back to the board. In fact, when you circle back and revisit your decisions in light of new insights, you ensure that your choices deliver the results that they were meant to give.

Is there only one way to do this?

Over the years, your brain develops its own pattern to solve problems. For instance, it may ignore others opinions or choose to listen only when they align with yours.

When you involve your stakeholders in the decision-making process, you open a window to new opportunities. You may get an alternate better way to solve your current problem.

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