There is a plethora of decision making lore in books, on the internet and in personal stories from friends and family. Try this, do that. From one source that says make lists to another that says trust your gut instinct. How do you make a decision on who to listen to in order to learn how to make a decision?!
As you can imagine, making a decisions is a bit more complicated than simply making a list or going with your gut, though those options definitely contribute to satisfying decisions.
Making a decision is also about identity. It both contributes to our sense of self and is a result of our sense of who we are. We grow and develop into people given decisions we have made and many that have been made for us. From this smorgasbord of experiences, we learn how to make decisions.
When we examine the inherent structures of our internal decision making models, we begin to learn about the default decisions we make more regularly than we can imagine, sometimes the decision is to make no decision. This impacts our future capabilities as we are what we practice.
There are structures which can be helpful in understanding the decision making process such as –
- what is the decision making style
- Leader decides
- Group decides
- what we are trying to achieve
- more group involvement and more time or
- less group involvement and less times
Formalities such as these will at least take care of the structural paralysis that can occur when we are faced with a decision we need to make. These options have their positive and negative attributes and are useful for various types of decisions, but not all styles span all decisions. Often we get stuck in mode of decision making that limits our ability to have impact and influence on our constituents.
According to Senge, Scharmer, Jaworski and Flowers in the book Presence, “The rational calculus models of decision making and following through pay little attention to the inner state of the decision maker.” This is what really drives the fortitude of the decision and subsequently the accountability of all people involved.
On November 7th, at the Access Leadership Lab in downtown Seattle, we will examine your default decision making style. When we understand what is at play, or the inner state of the decision maker, we can begin to decipher why some decisions are harder than others to make. We will explore other intellectual ideas about decision making and then put the ideas into practice. When we practice, we can watch our default method bubble to the surface and learn to make a new choice in how or what we decide.
Join me for this, the last session of 2014. We start over again in January, with another 8 months of developing your leadership presence. We hope to see you there. The world needs leaders now, don’t hesitate, join us.