Making Better Decisions

Everyone wants to make better decisions. What's the research, our process, our limitations, and how can we improve? 

Let's start with an AI summary of Decisive? 

"Decisive" is a book written by Chip Heath and Dan Heath, published in 2013. The book focuses on providing practical strategies and insights to help individuals and organizations make better decisions.

The authors argue that decision-making is often hindered by common biases and flawed processes. They introduce a four-step framework designed to counteract these limitations and enhance the decision-making process.

The first step is to "Widen Your Options," encouraging readers to explore a broader range of possibilities rather than settling for limited choices. The authors emphasize the importance of generating more alternatives to increase the likelihood of finding better solutions.

The second step is to "Reality-Test Assumptions" to challenge existing beliefs and gather more accurate information. By seeking out diverse perspectives and actively seeking feedback, individuals can gain a more comprehensive understanding of the situation and identify potential pitfalls.

The third step is to "Attain Distance Before Deciding." This involves creating a mental and emotional distance from the decision at hand, allowing for clearer thinking. The authors suggest various techniques, such as considering the advice you would give to a friend in a similar situation or conducting small-scale experiments to gather real-world data.

The final step is to "Prepare to Be Wrong" by considering the potential consequences of each decision. By adopting a mindset that embraces learning from mistakes, individuals can reduce the fear of failure and become more open to new possibilities.

Throughout the book, the authors provide numerous real-life examples and practical tips to illustrate their framework. They also address common decision-making challenges such as decision paralysis, confirmation bias, and overconfidence.

In summary, "Decisive" offers a systematic approach to decision-making, guiding readers to overcome cognitive biases, broaden their options, gather diverse perspectives, and embrace a more open mindset. By following the book's principles, individuals and organizations can improve their decision-making processes and make more effective choices.

First, frame a decision. Framing effects emotion and opinion. "How long have you been neglecting your homework" differs from "explain your homework process."

Let's use a historical framing, "how should the US approach the ongoing conflict in Vietnam?" Framing is part of influence.

Secretary of State Henry Kissinger suggested three choices to President Richard Nixon, "withdraw, escalate, or muddle along." "Widen" options to include peace negotiations as another alternative.

Reality-test. In diplomacy, leaders sound out political supporters, opposition leaders, and foreign policy allies. Once a saying applied, "politics stops at the waters' edge." Far less so today.

Attain distance. Perhaps in the future, whether in politics or sports, we consult artificial intelligence to generate conventional and "out of the box" decisions. Hollywood and ad agencies uses "test audiences" to evaluate films and commercials. Programs exist to assess the likelihood of songs becoming hits.

Prepare to be wrong. Skill and luck shape results. "Good calls" go wrong. Bad luck yields "bad beats." Early season lineups lose luster. Players move up and down the pecking order. Analytics reveal more effective lineups. Sometimes consultants suggest changes. Former Patriots assistant Ernie Adams earned a reputation as "Belichick's Belichick." Nobody's perfect.

Lagniappe. Develop the skills to play the serve receive however your coach recommends.