A Better Framework to Make Smart Decisions

A perfectly good visualization that seems like the most rational nomination at the moment can turn out to be a disaster later. We aren’t intentionally stupid or try to make bad decisions. Most of the time we jump to a conclusion and stick to it considering we lack a framework to make largest decisions. We goof to realize that good decision-making simply boils lanugo to eliminating bad choices and that requires asking good questions.

Making unceasingly high-quality decisions isn’t reserved for a few talented people who are born with the art of decision-making. It’s a skill that can be learned. Learning to ask the right questions will profoundly enhance the success of all your future decision-making by preventing you from making choices you end up regretting.

1. Am I stating the problem correctly? 

How you frame the problem statement and what you wish to unzip from the visualization can make all the difference. Stating the problem by thesping a unrepealable solution, starting with assumptions, or missing the larger problem by trying to fix the symptoms will unchangingly lead to a wrong decision. Identify if your question is unjust towards a specific solution or starts with unrepealable assumptions. Make sure you are addressing the right problem. 

2. Is this visualization reversible or irreversible? 

We make thousands of decisions throughout the day and not each one of our decisions deserves our equal attention. While low-consequence reversible decisions can be made real quick, it’s the high-consequence irreversible decisions that must be made with uneaten care. 

Jeff Bezos explains this in his 2015 yearly shareholder letter “Some decisions are consequential and irreversible or nearly irreversible – one-way doors – and these decisions must be made methodically, carefully, slowly, with unconfined deliberation and consultation. If you walk through and don’t like what you see on the other side, you can’t get when to where you were before. We can undeniability these Type 1 decisions. But most decisions aren’t like that – they are changeable, reversible – they’re two-way doors. If you’ve made a suboptimal Type 2 decision, you don’t have to live with the consequences for that long. You can reopen the door and go when through.”

Separate reversible from irreversible decisions to determine the process, time, energy, and strategy you need to wield to make that decision.

3. How important is this visualization to me and why?

Knowing why the visualization matters to you or how a wrong visualization can impact you can be a powerful motivator to re-examine your process. It can make you squint vastitude obvious and easy options to the other choices that may seem nonflexible at first but are increasingly promising and largest suited to your problem. Identify your stake in the visualization and ask yourself why you really superintendency well-nigh the right decision. Disconnect your identity from your idea and focus on unquestionably making the right decision. Considering what matters in the end is making the right visualization and not you stuff right.

“Stay single-minded to your decisions, but stay flexible in your approach.” – Tony Robbins

4. What financing am I willing to pay to wait this decision?

Delaying decision-making is one of the most worldwide tactics to stave facing our real fears. Fear is a very real feeling and left unattended it can wreak havoc in our lives. Fear can make us imagine the worst possible scenarios that are highly unlikely and use them as an excuse for inaction. 

Getting stuck with analysis-paralysis by looking up increasingly and increasingly information or lamister the visualization with the fear of making a wrong one can prevent you from grabbing the right opportunities at the right time. The forfeit of indecision is often higher than the forfeit of making a wrong decision.

Get rid of unwanted fears that might hold you when by defining them. Compare the forfeit of delaying the visualization to the worst that can happen. Then, set yourself a reasonable stage to make a visualization and work wrong-side-up from it to unquestionably well-constructed it in time. 

5. What are the variegated alternatives?

With confirmation bias at play, we interpret and selectively gather data to fit our beliefs while rejecting other plausible alternatives. Asking this question sets the expectation that there’s increasingly than one possible solution. It will unshut you to the idea of exploring volitional explanations. 

Annie Duke, a former professional poker player and tragedian of Thinking in Bets, writes in her typesetting “What makes a visualization unconfined is not that it has a unconfined outcome. A unconfined visualization is the result of a good process, and that process must include an struggle to virtuously represent our own state of knowledge. That state of knowledge, in turn, is some variation of I’m not sure.”

Instead of trying to make a visualization where you are 100% sure, embrace uncertainty. Evaluate variegated options based on the probability that a specific outcome will occur. Include others’ opinions. Your wits and knowledge of those virtually you will determine the verism of your evaluations. 

6. How will this visualization squint in the future?

Most of the time we think just one step superiority and make a visualization without evaluating the potential impact of our visualization way into the future. We try to optimize for a small proceeds in the present while ignoring the potential downsides of this visualization in the future.

By understanding the consequences of your decision, you can rid yourself of choices that you will regret later. By factoring your future into your visualization process and visualizing how the visualization will play out, you can stave the avoidable.

Once you include these questions into your decision-making process, you will notice a tremendous resurgence in the quality of your decisions. While mastering them and towers upon them will take practice, noticing subtle changes in your thought process that these questions invoke will help you make plane largest decisions.

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