We all know what it’s like to agonize over a tough decision. We weigh the pros and cons and think through a lot of “what if’s” for each option. Obviously, we should always “count the cost” before making a decision, but we must learn to recognize when our diligence in thinking through a decision can hinder us from actually making a decision.
Remember the “Choose Your Own Adventure” books you read as a child? Imagine trying to formulate the “perfect” path through the book before you ever read a page. It’s impossible. You don’t have enough information to start with, and you can’t possibly predict every ramification that will result from later decisions. You simply must start reading and make the best possible decision with the information you have. Of course, if you don’t like the results of a decision, you can always flip back to the beginning and make a different choice. The second time, you’ve got a higher degree of confidence in your choice because you’ve already eliminated one based on experience.
The same is often true in business or personal decision-making. Making a wrong decision is often the first step toward determining the right one. The insights from miscalculations provide the baseline for a recalibration of your strategy.
The alternative is to freeze in a state of “analysis paralysis.” Any decision has an element of uncertainty. You simply cannot collect enough data to guarantee a certain outcome. That’s why George S. Patton, Jr. wrote in War As I Knew It, “A good plan executed now is better than a perfect plan executed next week.” Those who have the courage to proceed with a “good” plan will likely be able to see the results, adjust, and execute a better plan while those working on the “perfect” plan are still thinking over their options.
Tags: Decision making, management
