People are averse to making (objectively and subjectively) difficult choices because they don’t want the stress of weighing all the options or the responsibility of dealing with the eventual outcome — both, good and bad. It makes us not want to make hard choices and come up with all kinds of adaptive ways of avoiding them.

Why we avoid making difficult decisions

The burden of choice is also a privilege. So many people in the world would kill to have more options and the freedom of choice, yet those who get it and when they have too many choices, they feel burdened.The burden also comes from the increased effort required to collect all relevant information to make the decision or choice. You don’t want to miss out on anything. It can be exhausting.

The privilege to have a choice

<ul><li>The first thing is to recognize and be mindful of all the (sometimes unconscious) ways you might be sneakily trying to avoid tough choices.</li><li>Next, figure out ways of easing your decisional conflict.</li><li>Lastly, find support. Telling people that you’re grappling with a tough decision is helpful because it may not always be obvious.</li></ul>

How to handle tough decisions better

<img src="https://hbr.org/resources/images/article_assets/2021/08/A_Aug21_20_1302241361-01.jpg" width="630" height="355"><div class="caption" dir="ltr">
				Getty Images/Denis Novikov
		</div><div more-caption="more" close-caption="close" dir="ltr">
		Summary.&nbsp;&nbsp;&nbsp;
		When we’re just starting out in our careers and are presented with difficult choices regarding which job is right for us, or more broadly, which career path is right for us, how do we empower ourselves to make choices with more confidence?

Researchers have...<button dir="ltr">more</button>
	</div><img src="https://hbr.org/resources/images/article_assets/2020/10/Ascend_Logo_2020_2x.png" alt="Ascend logo" width="105" height="25">Where your work meets your life. See more from Ascend <a href="https://hbr.org/insight-center/ascend" dir="ltr">here</a>.Every time I’m faced with a tough decision, I want someone else to tell me what to do.I once accidentally accepted invitations to two dinners, both from very close friends. I didn’t have the heart to cancel either. For a week, I prayed that one of them would reschedule or that I would be tasked with a big project at work and have to reschedule myself.Really. It came down to that.&nbsp;I’d rather be stuck at the office than choose.A few years later, the same thing happened, but this time, the stakes were much higher.&nbsp;I interviewed at two great companies. In the final stage of negotiations, it was clear that I would probably get offers from both. Company X was financially stable and had been in the business for years. Company Y was just starting out, but their work and their prospects were great.What if I declined the offer from company Y and never got to be a part of their IPO? What if I turned down a company as legendary as X and never got that chance again? My mind was filled with questions, and I was overwhelmed by decision paralysis and FOMO (fear of missing out).I turned to my husband: “Which one do you think is better for me at this stage of my career?” Before he could answer, I added, “What would happen if I chose Company X over Company Y? Do you think I’d regret it?”I knew that whatever decision I made, the afterthoughts would continue to live in my brain, rent free, for some time. I secretly hoped one company would withdraw their offer.Why does this happen?I realize making tough calls is, well, tough — especially when we’re just starting out in our careers and have to make difficult choices about what job or career path feels right. How do we empower ourselves to make these kinds of choices with more confidence?I reached out to Serena Hagerty (a doctoral student at Harvard Business School) and Kate Barasz (an associate professor at ESADE Business School in Barcelona). Serena and Kate recently published a <a href="https://academic.oup.com/jcr/article-abstract/48/2/270/6124307" dir="ltr">paper</a> on just how far people will go to dodge a tough decision. They found that people may hope for relatively worse news in an effort to preemptively avoid subjectively difficult decisions, and that people are also willing to put themselves in an objectively worse position to absolve themselves of the choice.Thankfully, Kate was able to help me work through a few of my questions.<h3>Why do so many people have a strong aversion to making difficult decisions?</h3><div dir="ltr"> 
Decision-making can be stressful. Some decisions are stressful because they’re just plain hard. These might be choices with very high stakes or extensive consequences, and/or those that deal with unsavory or particularly disagreeable options (think: <a href="https://slate.com/culture/2011/07/what-s-a-sophie-s-choice-what-about-a-hobson-s-choice.html" dir="ltr">Sophie’s Choice dilemma</a>). 
</div>But unfortunately for all of us, the stress that comes with decision-making isn’t confined to a special category of “difficult decisions” that we face only intermittently. There are all kinds of factors that can make even low-stakes, everyday decisions difficult and stressful.For instance, we have a hard time choosing when there are too many options (what should I eat for lunch?), when we’re tired or pressed for time (signing up for a course whose deadline is an hour away), and when we’re dealing with a novel domain that leaves us less-than-certain about our preferences (a relocation choice between two cities you’ve never lived in).Because we’re all wired differently, we can experience this process in different ways — meaning that what seems like a horribly hard decision for me might be totally straightforward and easy for you.Regardless, a common theme is people are averse to making (objectively and subjectively) difficult choices because they don’t want the stress of weighing all the options or the responsibility of dealing with the eventual outcome — both, good and bad. It makes us not want to make hard choices and come up with all kinds of adaptive ways of avoiding them.<h3>It seems as though the burden of choice is a privilege. </h3><div dir="ltr"> 
Yes, I totally agree with that statement. I say something to this effect to my MBA students at the end of every semester. So many people in the world would kill to have more options and the freedom of choice, yet those who get it and when they have too many choices, they feel burdened. 
</div>The burden also comes from the increased effort required to collect all relevant information to make the decision or choice. You don’t want to miss out on anything. It can be exhausting. And yet, after you’ve made a decision, you’re probably thinking, “Did I miss an important piece of information out while making the decision?” But at least you’re privileged to be able to choose versus those who do not have the resources to do so.<h3>What are the behavioral manifestations of this? Why do we not want the onus to lie on us?</h3><div dir="ltr"> 
Researchers have uncovered a number of ways that people cope with hard decisions. Many of them are geared at alleviating our anticipated regret or future sense of personal responsibility for making the “wrong” choice. For example, people might delegate the difficult decision to someone else (think: asking a doctor to make a difficult treatment choice for you or having a waiter make the final call between two entrees you’re considering). They might also defer a decision (“Ugh, I’ll just think about it again next month”) or stick with the status quo to avoid actively choosing anything at all. 
</div>In our work, we found that — in order to preemptively avoid a situation in which a difficult choice may arise — some people actually hope for worse news. For instance, in one study, we asked people to imagine seeking treatment for a tendon tear in their shoulder. If the tear length were severe enough, surgery would be medically necessary; below that threshold, surgery would be optional and the ultimate treatment decision would be left to them. In other words, a worse injury would entail a situation in which there’s no choice (surgery is mandatory), while a better one would introduce a potentially fraught treatment decision.We found that a significant number of people said they would prefer a worse injury — one that was just over the threshold for mandatory surgery — so that they wouldn’t find themselves facing the hard choice.Interestingly, even people with smaller tears could choose to have surgery. In either case, the outcome could be the same. The difference was simply in how people arrived at that outcome, and whether they felt personally responsible for it. If you got worse news (i.e., a more severe injury) you’d have no other choice but to have surgery. This feeling of “having no other choice” might seem unempowering, but can actually be powerfully exonerating. You absolve yourself of future decision regret if you didn’t have any real decision to make in the first place.<h3>How do we handle tough decisions better?</h3><div dir="ltr"> 
The first thing is to recognize and be mindful of all the (sometimes unconscious) ways you might be sneakily trying to avoid tough choices (asking the other person what they’d do, or hoping for bad news). 
</div>For example, you can try to mitigate the sometimes misguided coping mechanisms you might be adopting by getting clear about your own preferences. You can do this by consulting third-party experts on the subject, talking to a trusted family member or colleague who watch you in action, or just spending time with your own pros and cons list. <a href="https://www.sciencedirect.com/science/article/abs/pii/S0022103118303950?casa_token=4LBXhxyPaEQAAAAA:TeWU5FUglHExjYXP0TwC9P7NqOk_z8ZWXrVGbG_T6mqNMuxMn6wpbBkEodaMZjDBgSpt9dWM5A" dir="ltr">Research</a> also suggests flipping a coin to determine the outcome; enlightenment comes when the coin is midair, and you realize what it is that you’re actually hoping for.Next, figure out ways of easing your decisional conflict.Understand that it’s probably better to get “better” news that still entails a hard choice, rather than “worse” news that eliminates that choice. Tying it back to the study we conducted, your shoulder tendon is going to be better off if the injury is minor — even if that means you have to make a hard choice about how to treat it. But before you can actively work against that perverse desire for worse news, you have to recognize what you’re doing it in the first place. It all starts with self-awareness.Lastly, find support. Telling people that you’re grappling with a tough decision is helpful because it may not always be obvious. If, for instance, you receive “better news” (two job offers or two overlapping dinner invitations) rather than “worse news” (one offer or one invitation), friends and family may be less likely to anticipate your difficult decision-making predicament, and probably less likely to spontaneously offer their support if you don’t voice that predicament.While we were conducting the research for our paper, we found evidence that outsiders don’t necessarily anticipate how difficult some of choices are for decision-makers. Instead, they seem to assume that decision-makers (naturally) want — and are happier after receiving — better news.In other words, your friends and family might not anticipate the burden of finding out that you have two job offers. They might need a bit of enlightening, which can then enable them to better support you through the hard choice.<h3>For me, the toughest is when I need to select from options that are difficult to compare. I find myself overthinking … a lot! What role does regret have in this decision or choice paralysis?</h3><div dir="ltr"> 
A leading role, for sure. When it comes to regret, there’s a chicken-and-egg situation: Hard decisions make us anticipate regret, and anticipating regret makes decisions hard. If we think we might one day regret the outcome of our choice, we have a harder time pulling the trigger. We might wish we had chosen differently, have lower satisfaction with our choices, and start down the path of “what if?” 
</div><h3>Is there an easier way?</h3><div dir="ltr"> 
When we can <a href="https://www.tilburguniversity.edu/sites/default/files/download/zeelenbergpieters_2.pdf" dir="ltr">reduce anticipated regret</a>, decisions become easier. Other <a href="https://academic.oup.com/jcr/article-abstract/40/2/268/2911021" dir="ltr">researchers</a> have found that choice closure — or taking steps to reframe your choice as final (“turning the page” on a decision, so to speak) — can help reduce regret and increase choice satisfaction. Simple examples could include literally closing the menu after you’ve chosen your entrée, or not continuously checking on how a company is doing after you’ve rejected their job offer. So, in other words, acceptance.

					</div><UL><LI><div dir="ltr">
					
						<a href="https://hbr.org/search?term=vasundhara%20sawhney&amp;search_type=search-all" dir="ltr">Vasundhara Sawhney</a> is a senior editor at Harvard Business Review.
					
		</div></LI></UL>

Empower yourself to make choices with confidence.

Understand yourself and those around you.

psychology

Psychology

personaldevelopment

Personal Development

problemsolving

Problem Solving

leadershipandmanagement

Leadership & Management

Where your work meets your life. See more from Ascend <a dir="ltr" href="https://hbr.org/insight-center/ascend">here </a>.

Every time I’m faced with a tough decision, I want someone else to tell me what to do.

I once accidentally accepted invitations to two dinners, both from very close friends. I didn’t have the heart to cancel either. For a week, I prayed that one of them would reschedule or that I would be tasked with a big project at work and have to reschedule myself.

Really. It came down to that. I’d rather be stuck at the office than choose.

A few years later, the same thing happened, but this time, the stakes were much higher. I interviewed at two great companies. In the final stage of negotiations, it was clear that I would probably get offers from both. Company X was financially stable and had been in the business for years. Company Y was just starting out, but their work and their prospects were great.

What if I declined the offer from company Y and never got to be a part of their IPO? What if I turned down a company as legendary as X and never got that chance again?

My mind was filled with questions, and I was overwhelmed by decision paralysis and FOMO (fear of missing out).

I turned to my husband: “Which one do you think is better for me at this stage of my career?” Before he could answer, I added, “What would happen if I chose Company X over Company Y? Do you think I’d regret it?”

I knew that whatever decision I made, the afterthoughts would continue to live in my brain, rent free, for some time. I secretly hoped one company would withdraw their offer.

I realize making tough calls is, well, tough — especially when we’re just starting out in our careers and have to make difficult choices about what job or career path feels right. How do we empower ourselves to make these kinds of choices with more confidence?

I reached out to Serena Hagerty (a doctoral student at Harvard Business School) and Kate Barasz (an associate professor at ESADE Business School in Barcelona). Serena and Kate recently published a <a dir="ltr" href="https://academic.oup.com/jcr/article-abstract/48/2/270/6124307">paper </a>on just how far people will go to dodge a tough decision. They found that people may hope for relatively worse news in an effort to preemptively avoid subjectively difficult decisions, and that people are also willing to put themselves in an objectively worse position to absolve themselves of the choice.

Thankfully, Kate was able to help me work through a few of my questions.

Why do so many people have a strong aversion to making difficult decisions?

Decision-making can be stressful. Some decisions are stressful because they’re just plain hard. These might be choices with very high stakes or extensive consequences, and/or those that deal with unsavory or particularly disagreeable options (think: <a dir="ltr" href="https://slate.com/culture/2011/07/what-s-a-sophie-s-choice-what-about-a-hobson-s-choice.html">Sophie’s Choice dilemma </a>).

But unfortunately for all of us, the stress that comes with decision-making isn’t confined to a special category of “difficult decisions” that we face only intermittently. There are all kinds of factors that can make even low-stakes, everyday decisions difficult and stressful.

For instance, we have a hard time choosing when there are too many options (what should I eat for lunch?), when we’re tired or pressed for time (signing up for a course whose deadline is an hour away), and when we’re dealing with a novel domain that leaves us less-than-certain about our preferences (a relocation choice between two cities you’ve never lived in).

Because we’re all wired differently, we can experience this process in different ways — meaning that what seems like a horribly hard decision for me might be totally straightforward and easy for you.

Regardless, a common theme is people are averse to making (objectively and subjectively) difficult choices because they don’t want the stress of weighing all the options or the responsibility of dealing with the eventual outcome — both, good and bad. It makes us not want to make hard choices and come up with all kinds of adaptive ways of avoiding them.

It seems as though the burden of choice is a privilege.

Yes, I totally agree with that statement. I say something to this effect to my MBA students at the end of every semester. So many people in the world would kill to have more options and the freedom of choice, yet those who get it and when they have too many choices, they feel burdened.

The burden also comes from the increased effort required to collect all relevant information to make the decision or choice. You don’t want to miss out on anything. It can be exhausting. And yet, after you’ve made a decision, you’re probably thinking, “Did I miss an important piece of information out while making the decision?” But at least you’re privileged to be able to choose versus those who do not have the resources to do so.

What are the behavioral manifestations of this? Why do we not want the onus to lie on us?

Researchers have uncovered a number of ways that people cope with hard decisions. Many of them are geared at alleviating our anticipated regret or future sense of personal responsibility for making the “wrong” choice. For example, people might delegate the difficult decision to someone else (think: asking a doctor to make a difficult treatment choice for you or having a waiter make the final call between two entrees you’re considering). They might also defer a decision (“Ugh, I’ll just think about it again next month”) or stick with the status quo to avoid actively choosing anything at all.

In our work, we found that — in order to preemptively avoid a situation in which a difficult choice may arise — some people actually hope for worse news. For instance, in one study, we asked people to imagine seeking treatment for a tendon tear in their shoulder. If the tear length were severe enough, surgery would be medically necessary; below that threshold, surgery would be optional and the ultimate treatment decision would be left to them. In other words, a worse injury would entail a situation in which there’s no choice (surgery is mandatory), while a better one would introduce a potentially fraught treatment decision.

We found that a significant number of people said they would prefer a worse injury — one that was just over the threshold for mandatory surgery — so that they wouldn’t find themselves facing the hard choice.

Interestingly, even people with smaller tears could choose to have surgery. In either case, the outcome could be the same. The difference was simply in how people arrived at that outcome, and whether they felt personally responsible for it. If you got worse news (i.e., a more severe injury) you’d have no other choice but to have surgery. This feeling of “having no other choice” might seem unempowering, but can actually be powerfully exonerating. You absolve yourself of future decision regret if you didn’t have any real decision to make in the first place.

The first thing is to recognize and be mindful of all the (sometimes unconscious) ways you might be sneakily trying to avoid tough choices (asking the other person what they’d do, or hoping for bad news).

For example, you can try to mitigate the sometimes misguided coping mechanisms you might be adopting by getting clear about your own preferences. You can do this by consulting third-party experts on the subject, talking to a trusted family member or colleague who watch you in action, or just spending time with your own pros and cons list. <a dir="ltr" href="https://www.sciencedirect.com/science/article/abs/pii/S0022103118303950?casa_token=4LBXhxyPaEQAAAAA:TeWU5FUglHExjYXP0TwC9P7NqOk_z8ZWXrVGbG_T6mqNMuxMn6wpbBkEodaMZjDBgSpt9dWM5A">Research </a>also suggests flipping a coin to determine the outcome; enlightenment comes when the coin is midair, and you realize what it is that you’re actually hoping for.

Next, figure out ways of easing your decisional conflict.

Understand that it’s probably better to get “better” news that still entails a hard choice, rather than “worse” news that eliminates that choice. Tying it back to the study we conducted, your shoulder tendon is going to be better off if the injury is minor — even if that means you have to make a hard choice about how to treat it. But before you can actively work against that perverse desire for worse news, you have to recognize what you’re doing it in the first place. It all starts with self-awareness.

Lastly, find support. Telling people that you’re grappling with a tough decision is helpful because it may not always be obvious. If, for instance, you receive “better news” (two job offers or two overlapping dinner invitations) rather than “worse news” (one offer or one invitation), friends and family may be less likely to anticipate your difficult decision-making predicament, and probably less likely to spontaneously offer their support if you don’t voice that predicament.

While we were conducting the research for our paper, we found evidence that outsiders don’t necessarily anticipate how difficult some of choices are for decision-makers. Instead, they seem to assume that decision-makers (naturally) want — and are happier after receiving — better news.

In other words, your friends and family might not anticipate the burden of finding out that you have two job offers. They might need a bit of enlightening, which can then enable them to better support you through the hard choice.

For me, the toughest is when I need to select from options that are difficult to compare. I find myself overthinking … a lot! What role does regret have in this decision or choice paralysis?

A leading role, for sure. When it comes to regret, there’s a chicken-and-egg situation: Hard decisions make us anticipate regret, and anticipating regret makes decisions hard. If we think we might one day regret the outcome of our choice, we have a harder time pulling the trigger. We might wish we had chosen differently, have lower satisfaction with our choices, and start down the path of “what if?”

When we can <a dir="ltr" href="https://www.tilburguniversity.edu/sites/default/files/download/zeelenbergpieters_2.pdf">reduce anticipated regret </a>, decisions become easier. Other <a dir="ltr" href="https://academic.oup.com/jcr/article-abstract/40/2/268/2911021">researchers </a>have found that choice closure — or taking steps to reframe your choice as final (“turning the page” on a decision, so to speak) — can help reduce regret and increase choice satisfaction. Simple examples could include literally closing the menu after you’ve chosen your entrée, or not continuously checking on how a company is doing after you’ve rejected their job offer. So, in other words, acceptance.

<ul><li><div dir="ltr"><a dir="ltr" href="https://hbr.org/search?term=vasundhara%20sawhney&amp;search_type=search-all">Vasundhara Sawhney </a>is a senior editor at Harvard Business Review. </div> </li> </ul>

Why Do We Try to Dodge Difficult Decisions?

Why we avoid making difficult decisions

The privilege to have a choice

How to handle tough decisions better

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