Delaying the decision — Good or bad?

Let’s start with one joke.
One fruit sorter complains of his life.
- The work I’m doing is the most demanding ever. Every day I sort more than 1000 pieces of fruit into the good and bad ones. That means I have about 1000 decisions per day. It’s unbearable! )))

Of course, decision-making is one of the most complex brain processes. And our brain longs to have more and more information about the situation before the publication of the final statement. It is a good habit of our brains until it doesn’t take too long.

ip No: 1— Gather Data as much as you can
More information, less intuition. Indeed intuition is gasoline for our decision-making process; anyhow, the volume of data we have about the specified topic defines how logical our decision and the coefficient of logic defines the risk. So we need to collect as much information about the subject as we can to reduce potential risks. The main border of our possibility is time.

Remember, you can’t guarantee risk-free decisions, and you will never exclude intuition from the process. So, where is the gold average of the less risk and decision timing?
Anything depends on the situation. When you decide the category of the piece of fruit from “Good Ones” or “Bad Ones” in the conveyer-like process, you force your brain to automate the process and give its intuition part a particular script to run through. That’s becoming manageable, and you don’t need to think every time.

But what if we face more complex issues and we need to make a decision? There is no specified conveyer-like process or script to give to our brains.
The one thing we can do is start an intense process of gathering data and delay the breakthrough point of making decisions as much as possible. There are a lot of limitations, for example, urgency, competition, reputation, etc.

ip No: 2— Use Deadlines
If the time limit is not clear for your brain, it becomes less responsive to the process. So use deadlines for the decision-making. Tell your brain that you have only two days to make a decision.
If you face a specific situation where your decision has a priority, start by thinking about your timing.

ip No: 3— Create patterns and delegate
If you are in a managing position, you spend half of your day, or maybe more, thinking and making decisions. We need another solution in this case because you will spend more time setting deadlines than actually gathering data or making decisions. Here we have two magic tools, patterning and delegation. If you need to make more than one decision a day, you need to find patterns of situations you face and standardize your choices. It will help you to include no-risk intuition in your processes as well. Also, it will be a great choice to delegate your decisions to employees under your jurisdiction. It is a psychological challenge because it’s hard to trust the breakthrough point to someone else, but you can regulate the process and run some rules that will filter the number of requests that come to you.

Conclusion:
Delegate the decision-making, and if it doesn’t work or if it is not possible, delay the moment of decision-making as much as you can, but remember, it is a sensitive thing. Hence, you need to feel the moment where the cost of delaying becomes more than the value you will get in the case of success decision, and don’t let it come.

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Hrayr Movsisyan

Organizational architecture-inspired, Practical Explorer, Thinker, Doer, Foosball lover