Getting to Yes … or No

Over many years in professional practice with human and organization development, one topic that arises over and over again is the fear of making a wrong decision. Over and over again, I share the greatest wisdom I ever gained in this arena. To be clear, I was pretty hard-wired to get things right no matter what, so this issue of making the “right” or “wrong” decision was fraught with tension for me.

There are no right or wrong choices.

However, there are decisions that are not well-considered.

Even more frequently, there are decisions that are not well-implemented.

The key principles are first due diligence, i.e. careful consideration.

Second, every decision needs a rigorous plan of action.

Decisions are made “right” by thoroughness in advance and in execution.

What a relief this offers! After all, if the magic elixir is rigorous processes before and after the decision, that takes the choice into the realm of clear direction that can be taken to be taken to assure the “right” option follows.

Decisions are not right or wrong, they are made right.

What if a situation is complex or complicated by many voices or points of view? Here’s a simple three step process from Bob Chadwick. And here’s a link very useful information from him. https://managingwholes.com/chadwick.htm/

1. What is the best possible outcome?

2. What is the worst case scenario?

3. What can we do to ensure #1 happens?

There is one more cause for optimism in decision-making. The greatest basis for our learning, growth and development is through the mistakes we make. We gain the greatest effectiveness by failure, not by success.

Once again, what a relief! We can be diligent, thorough and rigorous as an approach, and we can be assured of being improved regardless of the outcome.

Perhaps the take home then is … choose … choose as well as you can.

Note: In our present worldly landscape, which is so fraught with challenges, it may be that effectiveness in our decisions and maximizing our learning is essential.

Seeing True in Reality and In Practice™

We have evolved to perceive exposure. That’s the feeling that arises when we are faced with a significant decision. We’ve also evolved to perceive exposure as risk. Most of our disquiet is not from real risk, but from feeling exposed.

Most exposure never really produces a bad outcome. Of course, it’s useful sensory data, i.e. something about which we should pay attention. Yet as we often hear, “Feelings are not facts.”

The Buddhist wisewoman, Pema Chodron, urges us:

“Lean into the sharp points and fully experience them.

The essence of bravery is being without self-deception.

Wisdom is inherent in understanding emotions.”