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4 Simple Rules on How to Make a Decision

Make all important & difficult decisions on paper

It relieves pressure from the situation and allows your mind to focus on the task at hand, rather than spiraling into self-doubt and second-guessing.

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IDEA EXTRACTED FROM:

4 Simple Rules on How to Make a Decision

4 Simple Rules on How to Make a Decision

https://www.tonyrobbins.com/leadership-impact/the-four-rules-for-decision-making/

tonyrobbins.com

4

Key Ideas

Make all important & difficult decisions on paper

It relieves pressure from the situation and allows your mind to focus on the task at hand, rather than spiraling into self-doubt and second-guessing.

When making decisions, get clear about your reasons

You’ve got to get absolutely crystal clear about your outcome and your purpose. If you forget the reasons behind your decision, you won’t follow through. 

Don't let fear motivate your decision making

And don’t wait for absolute certainty because you’ll almost never get it. One of the ways to overcome this is to have a consistent process for making decisions. 

Decision making is value clarification

You’re going to have to ask yourself, “Of all these things I want, what’s really no1 for me? If you’re clear on your priorities, it will be that much easier for you to design the best outcome for your life.

SIMILAR ARTICLES & IDEAS:

Decision-making errors

Most decision-making errors boil down to:

  • logical fallacies (over-generalizations, comparing apples and oranges, circular thinking)
  • limiting beliefs (underes...

Confirmation Bias

If you already have an opinion about something before you've even tried to figure it out, chances are you'll over-value information that confirms that opinion.

Think about what kinds of information you would expect to find to support alternative outcomes.

Attribution Bias

The “fundamental attribution error,” is when we excuse our own mistakes but blame other people for theirs.

Give other people the chance to explain themselves before judging their behavior.

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Not Making Good Decisions

We are exposed to biases that influence our ability to make good decisions.
  • We are quick to jump to conclusions because we fail to search for information that might disprove our thoughts.

The Four Villains of Decision Making

  • Narrow framing: The tendency to define our choices in binary terms. We ask, "should I, or shouldn't I?" instead of “What are the ways I could...?”
  • Confirmation bias: People tend to select the information that supports their preexisting attitudes, beliefs, and actions. 
  • Short-term emotion: When we’ve got a difficult decision to make, our feelings occupy our minds. And this doesn't add any new information that could benefit us. 
  • Overconfidence: People often think they know more than they actually do about how the future will unfold.

Defeating Decision-Making Villains

  • Counter narrow framing by widening your options. Expand your set of choices.
  • Confirmation bias leads you to gather self-serving information. Analyze and test your assumptions to overcome the bias.
  • Short-term emotion will tempt you to make the wrong choice. So distance yourself before deciding.
  • Prepare to be wrong. Don't be overconfident about how the future will unfold.

Simple rules

They are shortcut strategies that save time and effort by focusing our attention and simplifying the way we process information. The rules aren’t universal- they’re tailored to the particular si...

Boundary rules for better decisions

They guide the choice of what to do (and not do) without requiring a lot of time, analysis, or information. 

They work well for categorical choices, like a judge’s yes-or-no decision on a defendant’s bail, and decisions requiring many potential opportunities to be screened quickly. 

These rules also come in handy when time, convenience, and cost matter.

Prioritizing rules for better decisions

They rank options to help decide which of multiple paths to pursue.

They are especially powerful when applied to bottleneck activities - pinch-points in companies, where the number of opportunities swamps available resources, and prioritizing rules can ensure that these resources are deployed where they can have the greatest impact.

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