In both our domestic life and at work, we need to make decision and in order to make good decisions we need to be able to think clearly and weigh up evidence effectively. In the long term the decisions we make greatly affect our lives, so it is important to be able to make good decisions as often as possible.
There are many myths about decision-making. One famous one is about making right choice. Open the right door and you will find yourself free, open the wrong one and you will find a dead end. The second famous myth is about that people are either decisive or indecisive. Most people fall between these extremes, and can sometimes make up their minds quite easily and at other times are stuck badly: stunk on the horns of a dilemma. These myths have astonishing parallels today. Successful and hard working people in many walks of life appear to make complex and accurate decisions at the speed that defies the less experienced. When something goes wrong the weight of unremitting choice and responsibility leads to loss of good judgment. The opportunity to make decisions, whether in daily life or in unusual, difficult situations, appears to protect people from suffering.
But the demands can be too great. The responsibility of having too many, too weighty decisions to make quickly provokes high degrees of stress.
It can provide quite uncharacteristic change in an individual’s ability to function. When the decision making process is overloaded worry, frustration and distress creeps in. this phenomena can easily be seen in the mechanism of air traffic control system. Air traffic controllers (at the time) used many different channels of communication. They watched movement on a video screen, listened to and provide information over earphones, received and sent messages using computer terminals and a note pad. The method they are using work efficiently and safely if one channel become faulty another is ready to back it up—provided the level of air traffic stays within reasonable limits. When the limitations are surpassed, communication and decision—making first slowed down and then, if the disruptive conditions persisted, fell apart. Without the help of high-tech gadgets the true essence of human decision making comes out.
Many hitches cause problems for the decision makes so it is important to know how to recognize them, and where to look out for these false dictators and unsettling gremlins that can put off one’s stride.
How many times the opinion of the last person you spoke to often seems more convincing. Our decisions are easily swayed by minor or irrelevant factors. These factors termed as biased thinking triggers. They have the capacity to influence on our decision making pattern.
It is related to the error of supposing that there is only one right choice completely “right”, or indeed completely “wrong”, choices are extremely rare. Humans pay too much attention to categories, in reality we can’t easily differentiate two facts that fall within the same category. This is why categorical thinking is very hazardous while decision making process.
It is a mistake to assume that our decision will fix things for good, as if the process of change will stop as soon as the decision is made. It is an illusion to think any decision will fix a particular state of attains in a controlled environment.
People have a tendency to think that whatever happened last time is bound to happen next time. It is easier to decide to do the same thing this time as you did last time.
Confusing problem—solving with worrying:-
Some people more specifically those, whom many decisions are demanded on a regular basis, expect themselves to be able to make decisions quickly. This error leads towards confused decision making.
Expecting the feeling to come first, and the decision to follow:-
Waiting until we feel right or feel strong enough to make a difficult decision may keep us waiting forever. The more difficult the decision the more tempting and disrupting this can be we may have to decide whether to fire someone, or how to allocate redundancy payments or tell an employee clearly that his negative attitudes are having a counterproductive effective on the whole department. In above cases we will be more likely to feel better after than before.
Wilfred A. Peterson stated rightly “Decision is the spark that ignites action. Until a decision is made, nothing happens…. Decision is the courageous facing of issues, knowing that if they are not faced, problems will remain forever unanswered.”