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The Decision Matrix: How to Prioritize What Matters
The Decision Matrix
- Irreversible and inconsequential
- Irreversible and consequential
- Reversible and inconsequential
- Reversible and consequential
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Key Ideas
Not all decisions are the same
The decisions we spend the most time on are rarely the most important ones.
The Decision Matrix
The Decision Matrix
- Irreversible and inconsequential
- Irreversible and consequential
- Reversible and inconsequential
- Reversible and consequential
Save Time by delegating
Inconsequential decisions are the perfect training ground to develop judgment.
Tricky Decisions
In reality, reversible and consequential decisions are the perfect decisions to run experiments and gather information.
What to focus on
SIMILAR ARTICLES & IDEAS:
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Key Ideas
10/10/10 Rule
Before making a decision, considers how you’ll feel about this decision in 10 minutes, 10 months, and 10 years.
It’s easy to make short-term decisions that may be beneficial 10 minutes...
Pareto’s Law
In anything we do, there’s always ~20% of activities that will deliver 80% of our desired results.
It’s easy to be wrapped up in ‘busy’ work without ever getting anything done. Pareto’s Law is a useful mental model to be more effective, rather than just be efficient.
Parkinson’s Law
Work expands so as to fill the time available for its completion. So try placing artificial time limitations.
If we’re given three hours to complete a task that normally would take an hour, we’ll find a way to fill those three hours. However, when we’re down to the final thirty minutes, we’re suddenly feeling the pressure to get things done.
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Key Ideas
The Law of Triviality
Also known as “bike-shedding" the Law of Triviality states that the amount of time spent discussing an issue in an organization is inversely proportioned to its actual importance.
Bikeshedding explained
The metaphor is as follows: Imagine a financial committee meeting to discuss a three-point agenda.
- A proposal for a £10 million nuclear power plant
- A proposal for a £350 bike shed
- A proposal for a £21 annual coffee budget
The committee normally ends up running through the nuclear power plant proposal in little time because it's too advanced to really get into it.
The bike shed proposal takes much longer as everyone knows what it is and has an opinion that they want to air about it.
As the committee moves on to the coffee budget, suddenly everyone is an expert. _Before anyone realizes, they spend longer discussing the £21 coffee budget than the power plant and the bike shed combined.
Having an opinion
The simpler a topic, the more people will have an opinion about it. However, when we mostly understand a topic, we feel compelled to say something, lest we look foolish.
With any topic, we should seek out the inputs from those who have done the work to have an opinion. If we want to contribute, it should be something valuable that will improve the outcome of the decision.
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Key Ideas
Denying you have a problem
Stop saying that you don't have enough time to complete your commitments.
Admit that you need to get better at managing your time and start searching and trying techniques that will help you ...
Not planning your day
It's important to have an idea of what your daily priorities are and tasks you need to complete, preferably the night before.
Also, make sure you prepare in the evening the outfit you're going to wear and the meals for the following day. Doing this will save time in the morning, and reduce decision fatigue.
"Urgent" vs "Important"
Take all of your tasks and place them into four quadrants:
- To do first: the most important responsibilities that need to be done today or tomorrow.
- Schedule: important tasks that are not urgent.
- Delegate: essential items that are not important.
- Don't do: tasks that aren't important or urgent.
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