Choosing to Decide

We are currently in the midst of some business planning at Dillon, and last week was occupied with much discussion and decision making. One meeting involved a conversation about goal setting. More specifically—the process of deciding what goals to set. Some concern was expressed around the possibility of selecting the wrong goal, and whether or not we should wait and gather more data before making any decisions. I've heard these concerns expressed numerous times and in many different ways over the years by those (myself included) struggling to make a decision.

Decision making is a skill that has immeasurable influence in our both our business and personal lives, and making decisions and providing recommendations is a big part of what we do day-to-day at Dillon. So the ‘how’ and ‘when’ to best make a decision is something I think and read about regularly. One thing I’ve learned is that the best decision makers are those who constantly assess the risks associated with acting too quickly against those associated with not acting quickly enough.

“Well, well, well, if it isn't the bridge I said I'd cross when I came to it."

This expression was likely intended to help bring these two risks into better balance. Definitely thinking about the bridges that may be ahead is quite reasonable, and dare I say even wise. At least thinking a few steps ahead and considering what could go wrong or right. But worrying or over-analysing just a bit less is probably something we all might benefit from … as long as we fall short of being oblivious.

From my days doing technical work, I think it is never too early to start considering what the next steps might be. When collecting samples, there were generally two scenarios to consider—the results would either be above or below guidelines—so we didn't need to wait for lab results to start anticipating potential next steps. This is an example where it was appropriate to think about crossing the bridge quickly. In other instances, when the scenarios or variables were too many to consider, we were probably wise to wait to cross the bridge.??

I recall advising a team working on an investigation. We had collected our data, we had our results, and we were in the process of preparing the report for our client. I asked the team what our conclusions and recommendations were. The response was that “we haven't got to those sections yet.” This troubled me. We were not crossing that bridge yet...but we had the data. We were just delaying the hard part—making the decision on our recommendation. What if our interpretation concluded that additional work was required? We could then provide our client with more value by advising them of this and getting the additional data before we finalized the report; potentially saving them time and money. It is a great example of a delayed bridge crossing unnecessarily increasing risk.

“Truly successful decision making relies on a balance between deliberate and instinctive thinking.”

?- Malcolm Gladwell.

So when is the right time to cross the bridge? From my reading and thinking I offer this up: Make small decisions/choices as soon as possible and delay the big decisions/choices as long as possible. How do we determine what "as long as possible" means??

It is time to cross the bridge (make the bigger decisions) when additional data or information will not change the options to pick from, when a key piece of data/information makes the best choice clear, OR when a significant opportunity will be lost if you don't decide.?

Waiting for perfect clarity is the same as deciding not to act. The reality is that we will never have perfect clarity (or all the data) and if we wait for perfect clarity we may end up losing the opportunity to make the decision at all. It can be easy to fool ourselves into thinking that by not making a choice we are keeping our options open. We see this as having power, because we are withholding our commitment, but in reality, certainty is always preferred to uncertainty.

"It doesn't matter which side of the fence you get off on sometimes. What matters most is getting off. You cannot make progress without making decisions."?- Jim Rohn

Luckily, like almost any skill, decision making is one that can be developed and improved.?Here are just a few tips and ideas to help improve your decision making:

Give yourself some time but set a deadline

Allow more time for the more substantial decisions, but ensure that time is spent gathering data and evaluating the decision, and not spent avoiding or delaying the decision. It’s imperative that the time isn’t so long that the opportunity to decide will no longer be there.

Establish the context

Making a decision that only affects you personally can be based on your own values and preferences, but a decision that impacts others requires different thinking.?It’s important to solicit different perspectives to help determine that you've got the context, priorities and critical factors right. (Homer buying Marge a bowling ball for her birthday is probably not appropriate)

Identify the critical factors that will affect the outcome of the decision

This will help narrow down the options and focus the decision-making process. (Checking the weather before deciding what to wear to that outdoor concert)

Evaluate options and establish priorities

Don't delay a decision in the hopes of the silver bullet option. Instead, recognize what is most important if you can't have it all (Do you serve that meal on time or wait until it isn't raw?)

Prepare to pivot

Once you've narrowed your decision down, consider the risks if it’s wrong, and what you might do if they happen. That way, if you still move forward with that decision, you've already started your mitigation plan. (You have the number for the pizza place if supper doesn't turn out)?

?Bonus tip

Sleep on that email you write when you’re riled up, and decide in the morning if you still want to send it. (This one skill took me a few years to figure out)

?Sean Hanlon is CEO of?Dillon Consulting, a proudly Canadian, employee-owned professional consulting firm specializing in planning, engineering, environmental science and management.?Dillon Consulting?partners with clients to provide committed, collaborative and inventive solutions to complex, multi-faceted projects.