I’ve been flipping through the menu for several minutes now, struggling with my self-determination. Each vessel was attractive in its own way. Looks like you have to order everything. Do you think that this foolish decision is not worth considering? It is very possible. Anyway, at least I didn’t go down without explaining myself first.
Every day we spend so much time and energy choosing between an equally attractive selection. However, unless they appear to be equally important, each one lures us in its own way, forcing us to compromise, even if we make a choice between a cabbage salad (simple and healthy), salmon (Hard to digest protein) and ravioli (delicious, but high in carbohydrates ).
Although such general decisions take a lot of time and energy for us, what can we say about the critical situations we face every day in our organizations? Which product should you keep taking out and which one should stop? Who should you hire and who should you fire? Should I start this difficult conversation?
How can we learn to cope with all kinds of difficult decisions? To do this, I use three methods, and the third I found recently a week ago.
Step 1 – Minimize Organizations
The first step is to use the power of the habit to significantly reduce the fatigue associated with normal activities. The important thing is that if you make a habit, for example, that you always have a lunch salad, then you no longer need to make decisions on this issue. In this way, you will save energy on other tasks. It is a powerful tool when it comes to predicting and predicting decisions. But what about unusual situations?
Option Two – If / After Algorithm
The second method involves the use of an if / then algorithm to facilitate automated decisions. For example, think of a situation where someone constantly interrupts you, not knowing how to respond to a situation. In this case, my rule might sound like this: If someone interrupts me twice in a conversation, I’ll punish them. However, there is still the problem of big, strategic decisions that cannot be predicted or practiced.
“You can’t make progress without making decisions.” – Jim Rohn
Option C – Use Time
Last week I was in a tent with the management of a high-profile company. It was at this meeting that I discovered a simple way to cope with difficult decisions. The company faced challenges whose results were unimaginable.
The program included questions of this nature: How to make more investment products, how to respond to threats from competitors, how to better meet with a newly acquired company, where to reduce budgets, how to plan a response plan, and so on.
Such decisions can drag on for weeks, months, or even years, hindering the progress of the organization as a whole. They cannot be customized or solved with an algorithm if / then. And most important, these are questions that are deliberately unanswered and unanswered.
Company executives are often hesitant to make such decisions, to gather as much information as possible, to weigh the pros and cons, to attract more advisers – usually, to postpone the decision in the hope that in time a clear answer will come.
But what if we take to heart the fact that such an answer is no? Maybe this will speed up the decision-making process?
So I was thinking, sitting in this meeting, where, again, the eighteenth, they discussed the painful question – what to do with a certain business, when suddenly the CEO interrupts the argument, shouting loudly: “It’s half past three. We have to find a solution in the next fifteen minutes. “
“Wait a minute,” says the CFO, “this is not an easy question. Maybe we can come back and talk about it at dinner or at the next meeting? “
The chief executive was determined, “No, we will make a decision in fifteen minutes.”
And you know what? We did it.
This is how I found my third way of making decisions: use a timer. If the challenges you face are sufficiently tested, the appealing decisions are equal and the answer is not found, accept that it is impossible to decide the right course and then just make a decision
Of course, it would be good to start by evaluating its effectiveness – for example, create a trial version with a small investment in it. But even if you can’t do this, the decision must still be made. The time you spend on reducing tests and fruitless conversations will be of great help to you in terms of productivity.
Pause, you argue, if you spend a lot of time on it, soon there will be no right answer. It could be. But, first, you will lose countless hours, days, and precious weeks waiting for “enlightenment”. Second, the accuracy of this and the decision alone will teach you in many other situations to doubt the unanswered hopes of a clear answer.
Make a Decision and Move On
Try this method now. Choose a long-term decision, give yourself three minutes to succeed. If you are full of unanswered questions, take a piece of paper and make a list of it. Schedule your time well, and then make the best decision you can now. Making decisions – any decisions – will give you a sense of relief and continuity.
As for my lunch, I chose coleslaw. Is this the best way? I do not know. But at least I don’t sit at the top of the menu trying to place an order.
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