There is often no “right” decision in both work and life. We’re frequently faced with an abundance of options, which doesn’t make the act of decision-making any easier. Whether you’re someone who experiences decision paralysis, makes rash decisions you regret, or falls anywhere in between, you will likely benefit from simplifying decision-making with a balanced combination of intuition and critical thinking.
Types of Decision Making
Decisions should, ideally, come from a clear understanding of your needs, values, and goals. When you’re in a familiar situation, do you find your decisions are fast and automatic? This is likely based on your established experience with what works and what doesn’t. However, when encountering a new situation, you may need more time to weigh potential benefits and risks. Knowing various decision-making approaches can help you determine what’s best for your unique circumstances.
Informed Decision Making
The ability to think critically is key to making good decisions free from common errors or bias. Informed decision making means not just listening to your intuition or “going with your gut,” but instead figuring out what knowledge you lack and obtaining it. When you look at all possible sources of information with an open mind, you can make an informed decision based on facts and intuition.
Satisficing vs. Maximizing Decision Making
A satisficing approach to making decisions involves settling for a “good enough” outcome, even if flawed. Alternatively, a maximizing approach waits for conditions to be as perfect as possible to minimize potential risks. People who make good decisions know when it’s essential to act immediately, and when there’s time to wait and gather more facts before making a choice.
Decision-Making Styles
If you feel stuck when making a decision, consider the decision-making styles below. Examine these factors and consider how they relate to your potential decision.
| Style | Behavior | When to use | Do not use when |
| Authoritative | Time is short. As a decision maker, you have all the knowledge needed. | As a decision maker, you do not have all the knowledge or insight needed. The issue is important to a group/team. | You need buy-in from others. |
| Consultative (group or individual) | You gather input from individuals or a group, and then decide. | You decide along with a group; everyone understands the decision, and the majority of people are willing to implement. | Others don’t have a say in the decision (as a decision maker, you may have privileged information). |
| Majority | It is a relatively trivial matter or a low-stakes decision. | You reach a decision with a group; everyone understands the decision and is willing to implement it. | The decision affects everyone in a meaningful way. |
| Consensus | You delegate the decision to an individual or a team, with your set constraints. | The decision will impact everyone, and everyone needs to buy in fully. There is potential value in the team discussing or working together on the decision. | Time is short. |
| Delegate | The delegate has all the necessary skills, or a coach or mentor can assist. | You decide with a group; everyone understands the decision and is willing to implement it. | It is a high-risk or high-profile decision. |
Decision-Making Myths
Making decisions can be stressful, and it’s easy to fall into falsehoods about decision making to avoid putting in the sometimes difficult effort to make the best choice. Consider some common myths related to decision making and think of ways to avoid these traps.
Myth #1: I just need to solve this problem now; I don’t have time to make this decision.
Putting off a decision is a decision in and of itself. However, intentionally slowing down to clarify your problem will speed up your efficacy. Put in the quality time now to avoid revisiting a decision you may regret later. Our issues sit in a context. If your focus is too narrow or your process is too rushed, you may solve the wrong problem or only partially solve the problem.
Myth #2: This is my decision alone; I don’t need to involve others.
Most important decisions involve other stakeholders. Avoiding the bigger picture of who else is affected by a decision can, at best, only partially solve the problem and may unintentionally exacerbate it. Be mindful that when many people are involved in making a decision, the process can become stalled by groupthink, when well-intentioned individuals make poor or irrational choices out of a desire to conform or avoid dissent. Ensure any involved individuals feel safe and confident expressing doubts and concerns.
Myth #3: Decision making is a linear process.
Good decision-making is circular, requiring a feedback loop as information is gathered and analyzed over time. Don’t be surprised if you need to return to find additional information or adjust your decisions.
When faced with difficult decisions, take the time to ensure your choices are based on what’s happening and not simply reflect learned behavior patterns that may no longer be useful. Carefully weigh any potential issues, commit to a decision, and then follow through. Interested in further advancing your decision-making skills and knowledge? Check out the elevateU resources below to get started.
elevateU Resources
Collected Resources: Decision Making (Courses, Short Videos, Audiobooks, eBooks)
Sources
Psychology Today. Decision-Making. Retrieved May 9, 2022, from https://www.psychologytoday.com/us/basics/decision-making.
Skillsoft Ireland Limited. Choosing and Using the Best Solution. Retrieved May 9, 2022, from https://elevateu.skillport.com/skillportfe/main.action?path=summary/COURSES/apd_15_a03_bs_enus.
Strauss Einhorn, Cheryl, 2021, April 20. 11 Myths About Decision-Making. Harvard Business Review blog post. Retrieved April 28, 2022, from https://hbr.org/2021/04/11-myths-about-decision-making.
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