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Research has shown that the typical person makes about 2,000 decisions every waking hour. Most are minor ones and we make them automatically. But many have serious consequences.
Our ability to perform mental tasks and make decisions wears thin when it’s repeatedly used.
Identify the most important decisions you need to make, and, as often as possible, prioriti...
Our brains process five times as much information today as in 1986. Thus, many of us live in a continuous state of distraction and struggle to focus.
To counter this, find time e...
Introverts are usually reluctant to speak up in a meeting until they know precisely what they want to say. But they may have some of the best ideas to contribute.
So when scheduling a ...
Performance, including decision-making effectiveness, suffers by up to 40% when we focus on two cognitive tasks at the same time.
When you need to make important decisions, commi...
Our emotions, especially during moments of peak anger and happiness, can hinder our ability to make good decisions.
Pay attention to your emotional state and focus on the character str...
The more information we have to consider, the longer we typically take to make a decision.
While the decision-making process should be thorough, the best way to make good decisio...
SIMILAR ARTICLES & IDEAS:
Decision-making works like a muscle: as you use it over the course of the day, it gets too exhausted to function effectively.
One way to avoid this is to eliminate smaller decisions by t...
Save small decisions for after work (when decision fatigue kicks in) and to tackle complex decisions in the morning, when your mind is fresh.
A similar strategy is to do some of the smaller things the night before to get a head start on the next day.
...and you'll able to look at decisions as objectively and rationally as possible.
Strong decision-makers know that a bad mood can make them lash out or stray from their moral compass just as easily as a good mood can make them overconfident and impulsive.
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"The best measure of quality thinking is your ability to accurately predict the consequences of your ideas a..."
Before jumping to a conclusion, think about the long-term consequences of your decision.
We may respect those able to fling themselves into a hard problem and make a quick choice with seemingly little thought, but making a meaningful decision needs to be done with care for the long-term effects.
It’s important to be aware of what state of mind you’re in before tackling a hard choice.
Decision fatigue happens when the mental energy required to weigh the tradeoffs of our decision becomes too much for us to handle.
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The threat, uncertainty, and anxiety related to the pandemic lead us to make short-sighted decisions:
People want to take action quickly, even when inaction might be more prudent.
Faced with anxiety, some are making quick decisions about finances as well and started fear selling their stocks. But this is taking a paper loss in the present that is likely to come back in the future (given the way stock markets have acted in the past).
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90% of your daily decisions happen automatically, many shaped by your environment. Thus, most decisions are a habit, not a deliberate choice.
To make smarter choices, design smarter...
Design your life like a choice architect:
“First, never underestimate the power of inertia. Second, that power can be harnessed.”
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The way you frame your decision at the outset can make all the difference.
State your decision problems carefully, acknowledge their complexity and avoid unwarranted assumptions ...
A decision is a means to an end. Ask yourself what you most want to accomplish and which of your interests, values, concerns, fears, and aspirations are most relevant to achieving your goal.
Decisions with multiple objectives cannot be resolved by focusing on any one objective.
Your decision can be no better than your best alternative.
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People usually make impulsive decisions and take shortcuts while stressed out. A 16th-century Catholic mystic, Ignatius, provides us with some methods of discernment and decision-making, which are ...
The act of increasing the psychological distance from your own subjective perspective when assessing events that you experience.
Is an external perspective that you can use when th...
A common occurrence of heuristics in which we use an initial starting point as an anchor that is then adjusted to yield a final estimate or value.
Example: estimating the value of an o...
People who are told that the risk of something bad happening is lower than they expected, tend to adjust their predictions to match the new information. But they ignore the new information when the risk is higher.
Part of this overly optimistic outlook stems from our natural tendency to believe that bad things happen to other people, but not to us.
Sometimes we make poor comparisons or the compared items are not representative or equal.
We often decide based on rapid comparisons without really thinking about our options. In order to avoid bad decisions, relying on logic and thoughtful examination of the options can sometimes be more important than relying on your immediate "gut reaction."
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Organizational noise comes in endless streams of information and communication. At the individual level, there is internal noise, which manifests from our biases, fears, and competing priorities...
Fear of failure, fear of making the wrong decision, and fear of our own inadequacy all affect the actions we take and quality of the decisions we make.
If you frequently question your ability to make sound decisions seek out a coach or mentor who can help you boost your confidence.
Multitasking slows us down as the brain is optimized to focus on one task at a time. Spreading our attention across multiple tasks becomes draining and leaves little energy for those tasks that matter most.
Pay attention to what you're doing. Turn off any distractions that may take your mind elsewhere.
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