MORE IDEAS FROM THE ARTICLE
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.
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 and option-limiting prejudices.
Because objectives frequently conflict with one another, you’ll need to strike a balance. Some of this must sometimes be sacrifices in favor of some of that.
Your decision can be no better than your best alternative.
Assessing frankly the consequences of each alternative will help you to identify those that best meet your objectives—all your objectives.
When decisions involve uncertainties, the desired consequence may not be the one that actually results. A much-deliberated bone marrow transplant may or may not halt cancer.
What you decide today could influence your choices tomorrow, and your goals for tomorrow should influence your choices today. Thus many important decisions are linked over time.
Our emotions are obsessed with the present moment because it’s difficult to look past our immediate fears and anxieties. And this prevents good decision-making.
The sweet spot in decision-making is to find the short-term failures that enable huge long-term successes to happen in the first place.
You make one decision, wait, make a second decision, and then make a compromise between the two.
Averaging the two judgments tends to outperform trying to identify the better of the two, because answers based on different pools of evidence often bracket with the truth, and because people are imperfect at guessing which answer is better
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