What do you do if your decision-making abilities need a boost?

Be aware of your emotions and how they may be influencing your decision-making process. Take steps to manage stress, anxiety, or other emotions that could cloud your judgment.

?Sobre qué cuestiones estás decidiendo??qué capacidad tienes para poder tomas esas decisiones??a quién o quiénes afectan esas decisiones??qué impactos van a tener esas decisiones? Este tipo de preguntas pueden abrir oportunidades para la reflexión sobre la toma de decisiones y sus implicaciones e impactos.

nforma??o perfeita n?o existe. Ent?o, você precisa tomar decis?es com a quantidade certa de informa??es Embora você nunca saiba TUDO, pergunte-se: "Eu sei o suficiente para seguir em frente?"

Assess what the issue is around your decision-making. Are you not making decisions or making poor decisions? What are the impacts and on who? Review what happened and what led you to make/not make the decision you did. What one thing do you think would have made a difference? Who do you know that makes good decisions? Is there something they do that you don't? What can you learn from them? Additionally, who we are in one place is often who we are everywhere. Where else could your decision-making improve? Or, where are you making great decisions? What is different? What was true when you made a great decision or at least one you felt really good about?

Se minhas habilidades de tomada de decis?o precisarem de um impulso, primeiro busco entender os objetivos e as consequências de cada op??o. Em seguida, avalio os prós e contras de maneira sistemática. Recorro a ferramentas como análise SWOT ou árvores de decis?o para estruturar meu pensamento. Busco feedback de pessoas de confian?a para obter diferentes perspectivas. Pratico a tomada de decis?o em situa??es de menor importancia para ganhar confian?a. E, por fim, aprendo com as decis?es passadas, tanto acertos quanto erros, para melhorar continuamente minhas habilidades.

Before you decide, ask questions. There is a saying that "too many cooks in the kitchen spoil the soup". True. But if you don't consult cooks who have made the soup before, it is pretty hard to get it right. Same thing with feedback. You can definitely have too many opinions. But you have to ask others who have been there. Here is my formula for when I know I have received enough feedback. When patterns emerge. Be humble enough to recognize patterns that may not align with your perspective. And when you see those patterns, act.

Make sure you have all the relevant information before making a decision. This might involve conducting research, seeking advice from experts, or gathering data and feedback from others.

Pedir ayuda es algo muy sano, también en el mundo del management. A diferencia de ser un elemento de vulnerabilidad yo lo veo como un factor que caracteriza un estilo de liderazgo compartido que genera contextos y entornos de trabajo muy positivos.

Aprender de cada cosa que pasa. De lo malo y, también, de lo bueno. Trabajar la resiliencia y la resistencia a la frustración como elementos de desarrollo personal y profesional.

When it comes to improvement, nothing beats proper retrospection and self-awareness. If you believe your decision making skills need a boost, the next logical step is to take a couple of cases where decision making was not ideal. Then, with hindsight being 20/20, consider how you'd play them differently if you had the same situation (and information) now. You can also take these scenarios, go to a trusted mentor, and ask for their decision making process in the same situations. The main point is taking real-life cases that applied and will apply to your work, and creating a continuous feedback loop.

Consult with others who have different perspectives or expertise than your own. This can help you gain valuable insights and consider factors that you may not have initially thought of.

I love a good book and seminar, but nothing beats on-the-job learning. Broaden your networking efforts to understand more about your own organization and its industry. The more you understand the bigger picture and how things work together, the more connections you'll make in your own work. It will also serve you to teach/support those around you with their own decision making. Become keenly aware of decision-making processes and see how people are doing it. If you seek to improve other people's decision making skills, you will improve your own and support them.

Hire ChatGPT! Just kidding... Paradoxical as it seems, technology can actually augment your decision-making. It empowers but does not replace your judgment. You can choose to leverage data analysis tools to translate gut feelings into objective insights. Scenario planning applications can also help you explore potential consequences before committing. To combat information bias, embrace knowledge repositories and expert networks. Yet, remember, technology is a tool, not an autopilot. The final call - with the responsibility for the outcome of your decisions- rests with you, so keep honing your critical thinking skills to discern insights from information overload.

Enhancing decision-making in the workplace begins with mindfulness. In our leadership training, we've found that simple mindfulness techniques can greatly improve clarity and decision-making. This approach not only benefits individual leaders but also positively impacts team dynamics and overall productivity. By fostering a mindful environment, we create a space where innovation and collaboration flourish, leading to more informed decisions and a stronger, more engaged workplace.

Utiliza y aprovecha todas tus capacidades para poder tomar "buenas" decisiones. No te fíes únicamente de lo que te dice tu cerebro. Confía en tus emociones y escucha a tu cuerpo, seguramente te ofrezcan información que te resulte muy útil.

While I'm personally a big fan of mindfulness, I encourage people to pursue embodiment as well or to start. Get out of your head and into your full self. We typically know the answer and what we want or what's right, but our mind and fear spin us out and away from that. Take on meditation and breathing, or something like walking or even a plank for thirty seconds, something to get you back into your body. You want to feel grounded and calm. It's amazing what thirty seconds of jumping jacks or touching our toes, planking or push-ups will shake up our energy and get us back into our power. Find what works for you and build on it.

Decis?es sábias s?o o resultado de um diálogo produtivo entre as várias perspectivas e as várias dimens?es do ser. Como especialista em Democracia Profunda, um dos meus papéis é ajudar líderes a tomar decis?es ajudando-os a ouvir todas as vozes que ecoam em sua cabe?a, a sentir as emo??es que vêm à tona e as sensa??es no corpo que elas produzem. Cada um desses elementos informam e jogam luz sobre aspectos importantes a considerar. A integra??o desses aspectos conduzem às melhores decis?es.

Reflect on past decisions and their outcomes, both positive and negative. Consider what you did well and what you could have done differently, and use these insights to inform future decision-making.

Accept it: perfect information is simply too expensive. Perfect information doesn't exist. So, you need to make decisions with the right amount of IMperfect information. Though you will never know EVERYTHING, ask yourself, "Do I know enough to move forward?"

Piensa que cuando decides algo, dejas de decidir todo lo demás, así que es muy probable que te equivoques. Quítale importancia, relativiza y tira adelante con la decisión tomada hasta que toque revisar los impactos de la misma.

Good decision making starts with recognizing the price of failure should the wrong path is taken. In some cases that price is not as high as it might look like, which means that you can spend less time and go with your intuition. (Plus future retrospection as per section 3 in this article) In other cases, failure is a more painful option, and you should minimize risk taking, and accordingly spend more time evaluating options. Taking two examples from the engineering world: a design decision that changes a few days in the estimate shouldn't trigger a week-long consideration. On the other hand, an organizational structure change should be thought carefully through.

Purpose, mission, core values, goals. How clear are those 4 elements for you personally and for your business. With those 4 items clearly identified and written down, make decisions using those 4 items as gates. All decisions must align with and pass through each gate. No exceptions. The decision isn’t hard. The trade offs to make decisions that align with purpose, mission, core values, and goals is what can be hard (until it becomes easy).

Don't fear taking decisions. Some of them may not go as planned. Don't worry. You will hone your decision making skills by making and not delaying

Hick's Law states that the more options we have, the longer it takes to come to the best decision. For example if we have only A or B as possible answers, the decision is much easier to make than if we have answers A-Z. In short, learn to simplify as much as possible whenever possible. When things don't add up, subtract. Bruce Lee says to "hack away at the inessential." This will help you make better quality decisions not only in business but in other areas of your life as well.