6 Reasons Decision-Making Feels Like Swallowing Porcupines
A coaching client recently said, “I don’t like making decisions.” This statement is like saying, ” I don’t like breathing.” A person who isn’t making decisions is dead.
Getting out of bed is a decision. Working-out is a decision. Showing up at work is a decision. Eating cake, or not, is a decision.
Everyone is a decision-maker.
Thank goodness we don’t notice most of the daily decisions we make. Every key I hit while typing this post is a decision that is both thoughtful and thoughtless.
Some decisions are like patting puppies but others are like swallowing porcupines. When you say you don’t like making decisions, you mean you don’t like certain aspects of decision-making.
6 reasons decision-making feels like swallowing porcupines:
#1. Approval and decision-making:
Private decisions aren’t scrutinized like public. Maybe you don’t like decisions because you need people’s approval.
#2. Certainty and decision-making:
Perhaps you set the bar of certainty unrealistically high. You’re paralyzed until you feel 100% certain. 70% certainty is typically enough.
#3. Consequences and decision-making:
Heavy consequences always make decisions confusing and stressful. Catastrophizing is paralyzing.
#4. Experience and decision-making:
Decisions you make frequently are easier than deciding to get married, buy a house, or change jobs.
You can’t sleep for a week the first time you terminate an employee. After years of experience, you can’t sleep the night before.
Find a purpose that enables you to overcome discomfort.
#5. Narrowing and decision-making:
The only decision that doesn’t eliminate options is the decision to create options.
The narrowing process always follows the creation process.
#6. Responsibility and decision-making:
Maybe it’s easier to take the heat for the wrong decision that someone else made. Reflect on the responsibility you create for yourself with the decisions you currently make.
What’s hard about decision-making?
What’s essential about good decision-making?
What’s essential about good decision-making?
1. Clearly defining the problem. The “presented problem” may not be the real problem.
2. Determine “who owns the problem.” People like to give you their problem.
3. Proper analysis. Separate facts from opinions, what’s relevant from what’s unimportant, what’s easy from what’s difficult.
4. Proper evaluation. Costs/benefits analysis—weigh the hard data (facts and numbers) and the soft data (your feelings–what is your gut telling you). Consider long-term and short-term impact.
5. Soliciting input from colleagues and mentors can be helpful.
6. Step away from the problem–sleep on if time allows.
7. Make a decision.
Thanks Paul. One of my favorite things in #6. Give yourself permission to forget about it for awhile. It’s amazing how things look different after a night’s sleep.
WOW GREAT POST!!!!!
BEEN ON THIS SITE FOR YEARS THIS IS ONE OF THE BEST THANK YOU FOR SHARING THIS
Dan,
I like #6 as well get the rest and revisit with fresh mind.
Actually “Paul hit many items as usual” great mindset.
i’m finding the decsion tree now days can be simple when we give good directions, seems to always fall back to communications. Establish a delivery system with concise directions tends to alleviate alot of nonsense. Some keypoints Tolerance, Respect, Accountability are some items that should be front and center. If we are paid to perform with expectations then deliver what is expected of you. “leave no stones unturned”. When in doubt clarify.
Thanks Tim. I was thinking about “good directions” this morning. So much hangs on direction. We might not like to give direction but it’s hard to make decisions without direction. Feedback is meaningless without direction. Have a great week.
#5. I like options. Decisions tend to narrow my options. If I spend this money today, it’s not available to spend on something else later (and the later option might be of more value). If I marry this woman, I’m saying no to every other woman, most of whom I’ve not met yet! How can I do that? If I hire this person I can’t hire a better candidate who might come along next week. It took me too long to discover this aspect of my character. Others knew it, I didn’t. But now aware of it, I can compensate.
Great post. This will be helpful not only to ME, but to my colleagues and my husband. Thanks Dan
I love current German chancellor A. Merkel for two things. One of them is a quote of her I use quite inflationary when coaching leaders: “This decision was without any alternative.” She said that again and again in time of her reign.
Without alternatives there is nothing to decide. Decisions are only necessary if one has an insufficient informations and thus has alternatives.
Very inspiring again Dan – thanks!
I know I’m late to the party in commenting on this post, but I did have a couple of things to add. First, as leaders seem to be bombarded by more and more information, it is important not to fall victim to the “paralysis of analysis” that hobbles many individuals and, at times, organizations. Often we have to decide on the best information we have Right Now, rather than waiting weeks or even days for more (or better) information. The ability to make good, on-the spot decisions in critical situations served me well. Yes, I sometimes looked back with the benefit of new information (and hindsight) and wished I had decided a bit differently, but I never let that stop me from deciding and acting when decision and action were needed.
Second, if you do have to swallow a porcupine, remember to swallow it head first!