POWERFUL INTROSPECTION: Reasons why we i) run away from decisions, or ii) Make bad decisions. Which of the following describe you? False hopes: Hoping for something to happen over which we have no control over its outcome. For example, hoping your airplane lands safely while you are just a passenger and not the pilot of the plane. False hope and fear are two sides of the same coin. We can promise according to our hopes that are under our control only (and have some degree of certainty on its outcome), however, we avoid making decisions according to our fears of the outcomes. Do not think about it: the decision-makers, who are waiting for something to turn up, might start with their shirt sleeves. You can either take action, or you can hang back and hope for a miracle. Miracles are great, but they are so unpredictable. Doing nothing about a problem on hand, will certainly get out of control and devour other elements of your business too. Sometimes, you've got to jump off cliffs and build your wings on the way down. Sunk-cost conscious: Repeat the same decision because "you have invested so much in this approach (or your current job) that you cannot abandon it or make another decision (or look for a better position)." Failure to reflect on the problem: Reflection before action is often resisted by some managers. They often feel that reflection takes too much time, requires too much work, or they do not know much about decision problem/opportunity. Remember that: A man should always be already booted to take his journey. Look for confirming-evidence: Seek out the information to support an existing pre-selection and discount opposing ones. To put what you like against what you dislike is a temptation of the mind. Pray for a miracle: Whatever we pray for, we pray for a miracle. Every prayer reduces itself to this: "Great God, grant that twice two be not four." Be over-confident: This makes you optimistic and then make high risk decisions. As Henri Poincare said, "Doubt everything or believe everything: these are two equally convenient strategies. With either, we dispense with the need to think for ourselves." Be too prudent: Be over curious long enough to delay the decision. If you are too careful, you are so occupied in being careful that you are sure to stumble over what you are going to decide. Our doubts are traitors and make us lose the opportunities, by fearing to make our decision. Indecision is debilitating; it feeds upon itself; it is, one might almost say, habit-forming. Not only that, but it is contagious; it transmits itself to others who depend on you. Pass the buck: Pass off responsibility of making the decision to someone else. Do not make decisions by yourself. Bring in someone to blame if things go wrong. For example, for life's problems some may marry to constantly blame their spouse because it is easier than taking responsibility. Remember that it takes two to tango.
Have second thoughts: Second thoughts have aborted more useful decisions than all the difficult circumstances, overwhelming obstacles, and dangerous detours fate ever could throw at you. Undermining your authenticity by succumbing to someone else's second thoughts is a sinister, subtle, and seductive form of self-abuse. Succumb to failure: Believe that the choices you will make are predestined and you are bound to fail (one gets used to failure) versus the result of hard work and thought. Set up a committee: To make decisions, try to set up a committee not necessarily consisting of experts. So if everything goes well, every member is proud of such a decision. But if everything goes wrong, nobody is responsible. Every member would say, "It was not I; it was the committee's decision. You see, we couldn't agree, therefore we voted". Put a face to a faceless group, call it "the committee." A committee is an animal with four back legs. The committee's members, who are wishing that just to vote in "either/or" fashion are those who...
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