However, there are also decisions that are seemingly inconsequential e. Do I change the cable channel? And before you think yourself above this particular decision-strategy, consider the fact that some decisions just get missed in the flurry of the thousands we face. These overlooked decision opportunities would also be categorized here. Balancing can be an incredibly value-added habit and it is one often attributed to Benjamin Franklin. It requires the person to brainstorm, list and weigh both the positive and negative attributes and implications of the decision according to the desired outcomes they potentially lend themselves to.
It becomes even more valuable when it leverages a Likert-styled scale of to score each of the attributes listed according to how much they add or subtract value e. Pros and cons are then scored in summary to help determine best the final decision. This quantifiable approach helps the leader to think objectively and in binary fashion about the decision context. As a result, this style helps the leader see both sides of the decision ramifications.
Of course there is simply not enough time to go through this exercise for the 35, decisions that we supposedly face each day. Prioritizing and reflecting requires the leader to evaluate the decisions they face. It reviews criteria that define the effort, resources and time involved in addressing the various decisions. Values-based decisions significantly help us make better ethical choices, occupational-career choices, faith-related choices, political choices, and relational choices Rokeach, They can also help speed up our ability to make choices by way of helping us recognize the values preferences they contain Rokeach, As such, a leader in the ranks of an organization with the shared values of scholarship, service and spiritual formation would do well to prioritize decision choices specific to how well they support and advance those values.
Each person and organization has a different set of values that need to be leveraged in leadership decisions. Tier 1 decisions are usually not decisions that you want to make when you are tired or at the end of a string of hard and involved decisions, where decision fatigue sets in.
How The Choices We Make Shape Our Lives
In one study, prisoners who appeared early in the morning before a judge received parole about 70 percent of the time, while those who appeared before the same judge late in the day were paroled less than 10 percent of the time Tierney, Tier 1 decisions are the decisions that a leader wants to devote appropriate amounts of time to. President Harry Truman personified this trait.
Truman well understood that the timing of a decision could be as important as the decision itself. Your most critical decisions don't just impact your circumstances and the circumstances of others. Your most critical Tier 1 decisions are the primary shapers of your character. For instance, when you face disappointments and trials in life, your response dictates the character that will be created in you as a result. If your tendency is to have a pity party, then you'll be some combination of pitiful and pathetic.
If you get resentful or angry on a level that leads to a pre-occupation with mechanisms of self-protection or vengeance, then you'll either become withdrawn, vindictive, bitter or hardened-of-heart. If you ignore these occurrences or attribute them t o random luck, you'll become ignorant and apathetic.
The Choices We Make
However, if you learn from them and release them by way of things like taking responsibility, showing forgiveness to yourself and others, pursuing thankfulness and understanding , you will be wise, humble, and tender-hearted. And in this last case, your disappointments and trials can actually lend to a better version of you rather than a lesser version. As a leader, your character is what will either endear or repel you from others. As decisions become more complex and more pertinent to either shaping character or the fulfillment of the mission and values of the leader or organization, they progress in Tier level.
Divine input is the primary source of competitive advantage for the Christian leader making difficult and future-defining decisions.
How The Choices We Make Shape Our Lives | Thought Catalog
After all, an omnipresent and omniscient God has a line of sight to things that a finite leader does not. In conclusion, if we want to make better decisions as leaders, we would do well to remember that our decisions impact others and compound over time. Some decisions carry more weight on the outcomes we generate than others.
As a result, they should be elevated when determining the decision-strategy we will use, as well as in the resources of time, talent and energy we devote to them. The decision-strategy we use will likely dictate the outcome, so it needs to be our first decision when we step up to the choice buffet yes, we even have a choice about how we make a choice. Our decisions as leaders have the potential to all collectively work together in taking us to some pretty significant places in life. Over time they will create positive or negative trend lines for us, as well as for our organizations see the illustration above.
The good decisions can take us to the heights of heaven We need to celebrate the good decisions and the outcomes they lead us to, because what gets celebrated is more likely to get repeated. Are you getting better outcomes as a result of the decisions you are making about who to hire, who to date, who to promote, what to eat, what to invest in, etc.? Well then, that is worth some additionally positive self-talk, a pat on the back from your free hand or someone significant…. Photo Gallery. Trailers and Videos.
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Language: English. The only problem is that we are not very good at it. People routinely overestimate the impact of decision outcomes and life events, both good and bad. We tend to think that winning the lottery will make us happier than it actually will, and that life would be completely unbearable if we were to lose the use of our legs. This is as true for trivial events such as going to a great restaurant, as it is for major ones such as losing a job or a kidney.
He puts this down to our unsung psychological resilience and our ability to rationalise almost any situation. So what is a poor affective forecaster supposed to do? Rather than looking inwards and imagining how a given outcome might make you feel, try to find someone who has made the same decision or choice, and see how they felt. Remember also that whatever the future holds, it will probably hurt or please you less than you imagine. The worst might never happen — and if it does you have the psychological resilience to cope. It is tempting to think that to make good decisions you need time to systematically weigh up all the pros and cons of various alternatives, but sometimes a snap judgement or instinctive choice is just as good, if not better.
In our everyday lives, we make fast and competent decisions about who to trust and interact with. Given longer to look — up to 1 second — the researchers found observers hardly revised their views, they only became more confident in their snap decisions Psychological Science , vol 17, p Of course, as you get to know someone better you refine your first impressions.
It stands to reason that extra information can help you make well-informed, rational decisions. Yet paradoxically, sometimes the more information you have the better off you may be going with your instincts. Information overload can be a problem in all sorts of situations, from choosing a school for your child to picking a holiday destination.
At times like these, you may be better off avoiding conscious deliberation and instead leave the decision to your unconscious brain, as research by Ap Dijksterhuis and colleagues from the University of Amsterdam in the Netherlands shows Science , vol , p They asked students to choose one of four hypothetical cars, based either on a simple list of four specifications such as mileage and legroom, or a longer list of 12 such features.
Some subjects then got a few minutes to think about the alternatives before making their decision, while others had to spend that time solving anagrams. What Dijksterhuis found was that faced with a simple choice, subjects picked better cars if they could think things through. When confronted by a complex decision, however, they became bamboozled and actually made the best choices when they did not consciously analyse the options. Dijksterhuis and his team found a similar pattern in the real world. When making simple purchases, such as clothes or kitchen accessories, shoppers were happier with their decisions a few weeks later if they had rationally weighed up the alternatives.
For more complex purchases such as furniture, however, those who relied on their gut instinct ended up happier. The researchers conclude that this kind of unconscious decision-making can be successfully applied way beyond the shopping mall into areas including politics and management. But before you throw away your lists of pros and cons, a word of caution.
If the choice you face is highly emotive, your instincts may not serve you well.
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When asked to decide which was most urgently in need of management, most people chose crime, even when it was doing far less damage than the deer. Arvai puts this down to the negative emotions that crime incites.