Business Development Director Creativedge Training & Development Ltd
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Decision Making Insights

30th Mar 2017
Business Development Director Creativedge Training & Development Ltd
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Just as people are all different, so are our ways of making decisions.

Personal development guru, Stephen Covey, once famously said: “I am not a product of my circumstances. I am a product of my decisions.”

Here are 5 ‘bundles’ of quick insights to enhance your practical decision making:

1. Bundle one

  • Do not make decisions that are not yours to make.
  • When making a decision you are simply choosing from among alternatives. You are not making a choice between right and wrong.
  • As part of your decision making process, always consider how the decision is to be implemented.

2. Bundle two

  • Avoid snap decisions. Move fast on the reversible ones and slowly on the non-reversible.
  • Choosing the right alternative at the wrong time is not any better than the wrong alternative at the right time, so make the decision while you still have time.
  • As soon as you’re aware that a decision will have to be made on a specific situation, review the facts at hand then set it aside. Let this incubate in your subconscious mind until it is time to finally make the decision.

3. Bundle three

  • Do your decision-making on paper. Make notes and keep your ideas visible so you can consider all the relevant information in making this decision.
  • Be sure to take a decision based on what is right, not who is right.
  • Mentally rehearse implementation of your choice and reflect in your imagination what outcomes will result.

4. Bundle four

  • Write down the pros and cons of a line of action. It clarifies your thinking and makes for a better decision.
  • Make decisions as you go along. Do not let them accumulate. A backlog of many little decisions could be harder to deal with than one big and complex decision.
  • Brainstorming alternative solutions with your staff or others will gain fresh ideas and commitment.

5. Bundle five

  • Consider those affected by your decision. Whenever feasible, get them involved to increase their c

Recognise that you cannot know with 100% certainty that your decision is correct because the actions to implement it are to take place in the future. So make it and don't worry about it.

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