Chapter 17 Decision Making: Step it Up and Go!

Decisions, decisions. Some are big; most are trivial. Any way you cut it, you’re confronted by too many decisions—at work, at home, on the weekend, while traveling, when you wake, when you retire at night, when you’re on vacation, and when you’re with either friends or enemies.

Why are you facing more decisions? Is it because you’re getting older and have more responsibilities? Is it because you have a bigger bank account (ha-ha)? Or is something else bringing on the change? As you may remember, Chapter 3, “With Decades to Go, You Can’t Keep Playing Beat the Clock,” discusses how anyone holding a responsible job may feel pressed for time; everyone’s in the same boat.

More Choices Lead to More Decisions

In a world of 6 billion people and counting, more information is being generated and is sped your way by worldwide media and print coverage.

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 Time Out! The more information you’re exposed to, the more choices you face and the greater the unrelenting pressure on you to choose.

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It’s not hard to understand why you face too much information. Society spews it in abundance. For example, the White House is covered by 1,800 reporters! (You’d think maybe 300 or so could do the job. . . .) When the media cover something they can sink their teeth into, they sink them deep.

When you go to the drug store to buy something as inconsequential as shampoo or skincare lotion, watch out. There are more than 1,200 varieties of shampoo on the market, and more than 2,000 skincare products. Choices abound in other arenas as well. More than 8,000 popular videos are available for viewing (more than 68,000 if you include management training, aerobic fitness, and how-tos). Three thousand books are published in the United States each week—more than 600 a day. Ten times as many radio stations exist today than when television was first introduced. If these examples don’t indicate “choice overload,” I don’t know what does.

In his landmark book Future Shock, Alvin Toffler said that in the future too many choices will compete for your time and attention. He was right. Manufacturers engage in mass-customization to offer you products with whatever bells and whistles you want (and ads that make you want them). When Lee Iacocca was the chief executive officer of Chrysler, he converted all the company’s car dealers to the concept of mass-customization. The customer comes in, orders a basic car, and then adds the specifics: tinted glass, whitewalls, automatic steering or power brakes, and several dozen other options.

Theoretically, with the perfect information, after having whittled down your search to the essence of your needs, you could purchase any product you seek. There’s only one problem: You hardly ever receive even semiperfect information (at least in this life). So you’re forever besieged by too much information—much of it conflicting—and it impedes your ability to choose. To win back more of your time, identify the big decisions and make them quickly. Start by determining which decisions are worth making and which are worth forsaking.

Separating the Wheat . . .

Think back to Chapter 5, “Okay, So What Do You Want?” and Chapter 6, “Supporting Your Priorities for Fun and Profit”; review the discussion on establishing priorities and goals. What you establish as important in your life is immediately linked to decisions that are worth making.

When something will have a significant impact in the area of one of your life’s priorities, that’s a decision worth making. Anything less than that is a decision worth forsaking—but I’m getting ahead of myself. Many people mix decisions worth making with those worth forsaking, treat them almost equally, and wonder where the time went.

If your boss requests that you make a decision, the situation is clear-cut. Nevertheless, decisions worth making are often conditional. If you’re single and trying to choose between two likely mates, your decision will affect the quality of your life in the foreseeable future—and perhaps the rest of your life. The following are examples of decisions worth making:

• The choice of a spouse
• The choice of a home
• Major work decisions your organization requests of you
• Where you’ll live
• With whom you’ll associate
• What course of study you’ll pursue
• Whether you wish to climb to the top of your organization or profession

Decisions worth making, while often conditional, are not always apparent. Consider the following five issues. Are they decisions worth spending any time on? It all depends. In the list that follows, mentally circle the decisions you believe worth making:

• The color of the next toothbrush you buy
• The next movie you see
• Whether to attend the next PTA meeting
• Whether to take your car in for a tune-up tomorrow
• What to eat for breakfast

Have you finished circling the items above? Good. So what are the right answers? As you may have guessed, there are none.

From the Chaff: Decisions Worth Forsaking

Decisions worth forsaking are always lying around. They ought to be easy to spot, but when you’re faced with too many decisions anyway, your reflex action likely to be an attempt to grapple with all decisions.

1. The color of the next toothbrush. For most people this is a decision worth forsaking; it can’t be that important. When might it be? If the decor of your home and bathroom is of utmost importance to you (don’t laugh; it is for some people) then this becomes a decision worth making.
2. The next movie you see. It’s likely you only go to movies you think you’ll enjoy; when you see one you don’t like, it is a mistake, but the earth doesn’t tremble. If you consider movies as just a way to pass the time, then which one you see is not of paramount or universal importance.

   When would it be? If improving the cultural component of your life is among your priorities, and the movie is of the shoot-’em-up variety, your decision is clear: Don’t go see it. Of the hundreds of movies you’ve seen in your life, how many have truly had a significant impact on your behavior and activities? Few, if any. Granted, seeing Saving Private Ryan may heighten your sensitivity to vital historical issues, but more often than not, choosing a movie is no big deal.

3. Going to the next PTA meeting. Your child’s education or the betterment of your community is likely a high priority, so you would attend. If your child is doing extremely well in school, or if you’re pleased about the school system in general, you could skip one meeting—or even a run of them.
4. Should you put your car in the shop tomorrow? Has your car been running poorly lately? What is the cost of you being tied up on the highway and not getting into work on time, and causing 10,000 people to snarl at you? Can you bring work with you to the repair shop, or can they give you a ride back to work quickly after your arrival? Is preventive maintenance part of your overall plan to be ready and stay on top of things? The more people who take care of their automobiles in advance of any failure of performance, the fewer breakdowns on the highway—which good is for everyone.
5. What to eat for breakfast. If you’re already 32 pounds above your ideal weight and have no hope of ever getting back into shape, what you eat for breakfast tomorrow morning matters less than the longer-term health concerns you’re facing. Go ahead and have that (one) honey-glazed doughnut with your coffee. If becoming the first octogenarian to visit the moon is a priority for you, then, once again, the choice is clear: Go healthy instead.

What’s a low-level decision? When a coworker asks you where you want to go to lunch today, your response will most appropriately be, “You decide.” Of the couple thousand times you’ve been to lunch, can you recall any significant impact related to your decision on where you went? Okay, so one day you met somebody you started dating. Another time, you learned something new. In general, there hasn’t been much impact. Other examples of decisions worth forsaking include these:

• The park or playground where you’ll take your children to play; let them decide.
• Whether to catch the news at 10 p.m. or not.

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   Watch Words A low-level decision is one with few or no significant consequences, whatever decision you make. Don’t waste time agonizing over low-level decisions—you have better things to do with your time.

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• Whether to get Del Monte frozen vegetables or Bird’s Eye frozen vegetables.
• Whether to visit Colorado for five days or six.

You may be asking if there is any perceptible benefit to making fewer choices per day. To answer this question, I offer the following anecdote. In the 1980s, the Los Angeles Lakers, under Coach Pat Riley, would fly on chartered planes following their games; the players never had to wait. Each player had the same seat on every plane, bus, and cab. Magic Johnson said (in his autobiography My Life) that although this was a small thing, the players found it comforting and reassuring. Kareem Abdul Jabbar always sat across from James Worthy. Magic Johnson and Michael Cooper always sat behind Kareem. Magic said that after a long, hard game, he would jump on the bus or plane and know exactly where to sit. Riley took this low-level choice out of the hands of the players.

This sense of familiarity and comfort with one another undoubtedly contributed to the Lakers’ cohesiveness as a unit—perhaps playing some small role in the team’s five world championships during the 1980s.

Consider an instance of good manners in this light. When you go to a dinner party and the host has already assigned seating to the guests, it’s an act of kindness. It reduces anxiety about who’ll be in the chair beside you. This is a time-honored tradition from Walnut Creek, California, to the White House.

Don’t Think—Act

If you find yourself overanalyzing situations too frequently, relent. You’re a product of Western civilization: You’ve been trained from birth to collect all the data, statistics, articles, reports, and information you could lay your hands on before making a decision that involves the outlay of any sizable sum.

When each individual in two groups of executives had to make a large purchase decision for their respective companies, the first group was armed with information—reports, data, statistics, and all that jazz. Understandably, each one used all the information to make the purchase decision.

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 Time Out Much of the data you collect may be redundant, reaffirming what you already know. Too often, you may unconsciously be collecting what you already know or believe, without seeing the data objectively.

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The second group consisted of individuals who had no such data or statistics. They used instinct, or intuition, or whatever you want to call it. Weeks after the purchases had been made and each executive got to see the results, which group do you expect was happier with their decisions? (Well, okay, I did load the question a little to favor the second group.)

Honestly, though, you are more likely to have chosen the group that had the data and statistics. Moreover, if given a chance to be in one group or the other, you would have chosen to be in that well-informed group, wouldn’t you? How could the second group possibly be happier? If you’re 30 or 40 or 50 years old, everything you’ve learned in your life up to now is summoned when you make a decision. There’s far more to instinct or intuition than is generally acknowledged.

There are also inherent traps in collecting more data on the way to making a decision. For example, the more data you collect, the likelier it is you’ll get conflicting answers.

Sometimes the data that you collect is nothing more than a crutch. Or sometimes its only purpose is to cover your derriere (if the decision turns out unfavorably), by having an authority to cite: “It says right here blah, blah, blah.”

Sometimes the data you collect is a substitute for taking action. Studying a decision is a classic way to delay making it. (The government has done it for years.) In all cases, whatever data or information you collect has to be applied.

More data is not always the answer, but what’s the alternative? I’ll deal with intuition in a moment. For now, here are some techniques for making big decisions in record time—and getting the answer you want with less effort:

1. Three calls away from any expert. If you can identify the single best person to call to start off your information search, you can get your answer within two more calls. Who’s the first person to call? It could be your municipal or college library, an official of an industry or professional association, or an information service firm (such as market researchers). Perhaps you can find an expert within the government, or an editor at Consumer Reports.
2. Finding the trailblazer. Has anyone else already made a decision like this? If so, and if their circumstances are somewhat similar to yours, it would behoove you to learn what they have discovered. It pays to network with people in your field. Later you can tap them for their experiences (abbreviated with the technical term O.P.E.: other people’s experiences).
3. Consensus building. Can you assemble a group, hash it out, and base your decision on the consensus reached? In many instances this works fine. After all, you relied on the power of the group; if your decision crashes and burns, you can always point the finger at them (just kidding!).
4. The answer will simply emerge. This alleviates a lot of decisions. It’s like the United States pulling out of Bosnia; often, as circumstances unfold, the decision that makes the most sense becomes apparent. If you suspect this might be the case, sit back and let time takes its course. The answer may become abundantly clear.

Rising to the Challenge: Decisions in the Form of Problems

Quite a few decisions you have to make are based on problems. Modern management theory holds that problems can be approached productively when you see them as opportunities or challenges. In The Path of Least Resistance, Robert Fritz suggests that you view problems as your best friends. It often works!

How does facing a problem help you get to a higher ground? This view of problem solving works best when you’re dealing with minor issues, not extremes—rather than a hangnail, the death of a loved one. If the decision you face is a disguised problem, try treating it as your best friend or a teacher with wisdom to impart. You may dislodge something in your decision-making process and proceed more easily.

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 A Stitch in Time If you come up with a decision that both addresses the immediate situation and provides long-term benefits, then you’ve got something.

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Biographers have noted that Ben Franklin listed the pluses and minuses of one path versus another when faced with big decisions. Sometimes he gave weight to them; sometimes he didn’t. While this is a basic approach to making decisions, listing your potential options on paper still beats merely weighing them in your mind; you can keep better track of them this way.

In Feel the Fear and Do It Anyway, Dr. Susan Jeffers suggests that when you encounter a decision that represents a hurdle or a roadblock, you need to let yourself feel all the emotions that arise. Are you uneasy? Quivering? Lightheaded? Is your stomach upset, are you trembling, or do you feel fearful? When you’re honest with yourself about how you feel (namely, scared), initiate your decision anyway, Jeffers says. Often you’re able to break through your fear and overcome the obstacle that loomed so large when you weren’t being honest with yourself. (Hmm, sounds like it’s worth a try.)

Use Your Inner Voice for Speed Decision-Making

Interested in the fastest way to make decisions? This involves using your instincts or intuition. You’re already pretty good at this; you got this far in life and, hey, it ain’t so bad. Write down your intuitive choice before making any final decision. Then, when enough time has passed to see the results of a more analytical decision, write them down and compare them to the results of your intuitive choice. As time passes, you’ll begin to notice how frequently your intuitive choices were wise ones, and you’ll find yourself trusting your hunches more easily and more often.

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 Chronos Says When you get adept at trusting your intuition, you can bypass many reams of data and information that previously impeded your ability to choose. You can call upon your still, quiet, and faithful internal guidance system.

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More Than Throwing Darts at the Wall: Intuition in Action

Do you have a dentist? How did you select your dentist? Did you open up the phone book and get the names of the 10–12 dentists nearest you, then call each of them, decide (based on the call) to visit five to seven, visit their offices, grill each one on billing procedures, background, expertise, competency of their staff, office hours, prices, and overall philosophy? Then did you whittle down the list to maybe two or three, call them back or visit on another occasion, and do some background checking for reputation, longevity in the community, and professional standing? Then, and only then, did you decide on dentist A? Or did you choose dentist B on the basis of whom your parents or friends see, where some referral service sent you, or simply the clever ad you saw in the phone book?

You probably used the latter method, picking a dentist by hook or by crook—and if that one didn’t work out, you switched. In short, you used a combination of references and intuitive processes to come up with your dentist.

Why, then, do you overcomplicate so many decisions at work and in the rest of your life? When you base a choice on intuition, every cell in your body and every shred of intelligence you’ve ever accumulated are brought to bear. There’s a lot going on behind the solutions you make.

New information is only going to hit you faster and faster as your life proceeds. You’ll be able to absorb and use only a fraction of what you’re exposed to. There’s no time for exhaustive research on every consumer product you buy (ever try counting how many different ones you use?). You’re going to have to trust your instincts.

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 A Stitch in Time Pay attention to your small voice, you know—that little munchkin in back of everything that goes on all day. That’s your intuition talking, and it’s there to support you if you listen to it.

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Suppose, on the other hand, you’re considering whether to move to town A or town B. What factors would you logically consider? Try these out:

• Housing prices
• Taxes and demographics
• Schools
• Crime
• Community groups
• Family and friends
• Lakes, streams, and beaches
• Trails and mountains
• The business community
• Population density
• Education levels
• Nearby colleges
• Churches, synagogues, and mosques
• Road systems
• Major highway access
• Shopping
• Traffic patterns
• Deviant groups

You guessed it: There are dozens of factors you could analyze and compare. In the end, your decision would probably be based on some combination of data (though not too much) and intuition (probably a lot).

The Devil’s Temptress: Procrastination

When faced with too many decisions, your natural inclination may be to procrastinate—or perhaps you fear making a mistake. Don’t beat yourself up (that can be a way to delay action further); lots of people face this problem. Decisions that would normally roll off your back become more involved when there’s too much on your plate—and chances are, there’s too much on your plate. Here’s a list of ways to break through the procrastination that stymies your decision-making process:

• Face procrastination head-on. What is blocking you? What is the real reason you don’t want to choose? Write it down or record it on cassette. This exercise alone may dislodge something and help you decide.
• Choose to easily begin. Make a positive affirmation of yourself: “I can easily make this decision.” This affirmation has power and is often enough. Elizabeth Jeffries, a Louisville, Kentucky-based speaker and a trainer for healthcare organizations, maintains a list of daily affirmations that help her make decisions she could otherwise put off.
• Find the easy point. Ask yourself, “What are three to five things I could do to progress toward the final decision without actually tackling it head-on?” Then initiate these “easy entry” activities. Often, they’re enough to get you fully involved.
• Set up your desk for a decision. Set up your desk or office to enable you to focus on the decision at hand; ignore other (less important) matters. This might involve neatly arranging papers, file folders, reports, and other items. Working at a clear desk leaves only the issue at hand in front of you.

Probably 95 percent of your decisions will have only a minimal impact on your life; don’t let the fear of being wrong shackle you unduly.

Comparison Shopping

When you need to make a purchase decision, sometimes all you need is a good set of questions to ask. Without further ado, here’s a checklist of questions for making sound purchase decisions more quickly:

 Are there quantity discounts, economic-ordering quantities, or special terms?

 Are there corporate, government, association, military, or educators’ discounts?

 Do they give weekly, monthly, quarterly, or seasonal discounts?

 Do they accept orders by fax? by e-mail?

 Do they offer a money-back guarantee, or other some guarantee?

 Do they have a toll-free 800–, 888–, or 877–ordering line and customer service line?

 Do they guarantee the shipping date? How do they ship?

 Do they offer free delivery? free installation?

 Will they keep your name off their mailing list (unless you want to keep up with special sales)?

 Do they intend to sell, rent, or otherwise transfer your name and ordering information to others?

 Are their shipments insured?

 Are there shipping and handling charges? Are their prices guaranteed? Is there tax?

 Are there any other charges?

 Do they have free samples?

 Are authorized dealer/repair services in your area?

 Are references or referral letters available?

 Are there satisfied customers in your area?

 How long have they been in business?

 Whom are they owned by?

 How long for delivery?

 Is gift-wrapping available?

 Does the product come with a warranty?