The Basics of Decision Making

In my three decades of consulting and giving seminars, I have had numerous requests from individuals to provide them with some help with their own decision making process. Since each individual is different, I have created some general "tips" to help guide people, regardless of their decision making style. An individual should adapt a decision making that works for them, as long as it brings out making well thought out decisions. Each individual develops a style based on past decisions made and events that have occurred in his life, and these experiences can either be relevant or helpful, or inhibiting and harmful. The following are some basic tips that will hopefully assist you in your decision making process:

(1) Only make decisions that are yours to make. There is a big difference between a decision and an opinion. Be sure you have something relevant and important to contribute to the discussion. Too many people merely talk to hear their own voices.

(2) It is important to remember that, quite often, one must make a decision from a series of options or alternatives, none of which may be ideal, that fit the existing circumstances. Making the proper decision means evaluating information, and developing a course of action. It is not necessarily a moral choice between right and wrong.

(3) Avoid making hasty or "snap" decisions, but avoid the tendency to procrastinate! Leaders should act far more quickly on less crucial, easily changeable or adaptable decisions, and more carefully or deliberately when determining a course of action with more far reaching ramifications, that will be difficult to change.

(4) Avoid procrastinating. In decision making, timing is often critical, and it is no better to make the right decision too late than to make the wrong decision too early. Good decision makers strive to make the best possible decision inj a timely and relevant manner.

(5) Put your ideas and options down on paper. Observe, evaluate, go back to the notes, and write your comments. Use these to help guide making your decision, and to assist you in assuring you've evaluated as many available facts and information as available and possible.

(6) In considering options, and getting the ideas of others, be careful not to judge based on who gave you the idea. Many bad decisions have been made because of the decision maker's bias against or for the individual giving the idea or suggestion. Instead, make your decision based on what you believe to be right, and not who you think is right.

(7) Use the "pros and cons" method of evaluating. It helps organize you, and helps you focus on the full scope of the matter.

(8) Don't put off making a decision on a smaller or more minor point, waiting to determine the bigger picture. Instead, make independent decisions as you go along, because it is more efficient and practical. You can always adapt the smaller points to fit into the decision you make for the "big picture," but many leaders tend to procrastinate, and become overwhelmed by the small points, thus inhibiting decision making on the broader points.

(9) Think about how your decision might impact certain individuals, both positively and negatively. Get as many of these individuals involved as feasible, because it will both help you see the whole issue more clearly, but it will also motivate these individuals, and foster an atmosphere of greater cooperation and commitment. It is essential to remember that all decisions have ramifications!

(10) It is impossible to predict the future, so no matter how well you consider your decision, you never know if it is the correct one, or how it will work, with any certainty. Effective leaders and decision makers go through the decision making process in a thorough and complete manner, but should never feel they need to apologize if a well thought out, considered, and planned idea, does not work out as well as expected.

(11) Think in term of O.O.R. The first "O" is for the objectives you wish to achieve and why you are proceeding; the second "O" is for the options (or alternatives) you feel are available and realistic at the time; and "R" is for the possible ramifications of taking each course of action.

(12) Remember that there is no "hard and fast" rule for who in an organization should make a decision. While some have theorized that decisions should be made at as low a level as possible, that is only possible if the organization is the rare one that has professionally trained it leadership. See my previous Associated Content articles on micromanaging, and on leadership and leadership training.

(13) I have heard leaders say that they have not been able to make a decision. Leaders must realize that the very act of not making a decision turns out to be a decision to take no action.

(14) Effective leaders must be given the opportunity to be either right or wrong. However, before an organization can follow this rule, it needs to adequately train its leaders, and assure true leaders ascent to leadership positions.

(15) A true leader must trust himself to make the decision, and must also feel confident that he can handle whatever circumstances, wanted or unwanted, ensue thereafter.

(16) Leaders must evaluate which issues are worthy of spending the time and energy on to go through this "decision making process." Effective leaders can't afford to waste time on issues that don't need addressing. Leaders must learn the basics of effective time management.

(17) As many alternative courses of action as possible must be evaluated, to be able to make an informed decision.

(18) Ask, "What might go wrong? How can I address these concerns?" before making a final decision!

(19) It is often easier for an effective leader to go through the decision making process alone, rather than as a group exercise.

(20) Remember that part of the decision making process is not only the idea, but an in-depth action plan (See my previous Associated Content article on action plans).

(21) Brainstorm and get input to help with accumulating fresh thoughts and ideas.

(22) Once you've finally made your decision, follow through effectively. Don't "look back" during the implementation stage.

Leaders must realize that someone will always disagree, or want to keep things the way they were, or avoid change, or prolong history, etc. Organizations must be constantly evolving while maintaining their mission. Organizations that do not tend to stagnate, and organization stagnation, if not addressed, is one of the leading causes of dismal results.