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Making Tough Decisionsby Linda Ferguson

I asked someone to reconsider the way he had a communicated a decision recently. He responded by protesting that it had been a “tough decision” and one that could not be changed. That misses the point in a way that is instructive. It is easy to focus so intensely on the act of deciding that we lose track of the bigger picture. We forget that every decision - however tough - is only one in a chain of decisions and actions. We forget that we always have more choices to make.

One influence of adrenaline is that it creates tunnel vision. When we know that the stakes are high and we have to make a tough decision, we become hyper aware of that decision. One step in making good decisions - the tough ones and the other ones - is to become aware that the world is still in flow. One decision will lead to others, and the only way to see the ripples is to broaden your field of vision. Looking around your choices is better than looking at them.

L o o k i n g a r o u n d b e g i n s , paradoxically, by looking inwards. Your decision-making process is actually the integration of many processes. While we are still not sure what tips the balance, we know that people seldom make decisions for the reasons they believe they make them. Logic is not irrelevant, but it usually kicks in after the

decision has been made (to justify it) rather than at the moment of decision. Emotions are also part of the process, but in tough situations they are often mixed. If you push your vision around the situation (instead of focusing on it), you will find that you can notice the feelings, beliefs, memories, and concepts that are interacting as you consider your decision.

Next, looking around means considering what will happen around the decision you make. Who will be influenced and what will they do? Allow yourself to notice that the decision you make has benefits to you and to others. In the context of those benefits, you will also notice the people who will be hurt by the decision. That hurt will be real. If it is also necessary, then widening the view to include good and bad makes it easier to make the decision.

Finally, widen your vision to consider that any decision leads to many other decisions. Given that you have made the decision to turn a particular corner, what other decisions can you make that will minimize pain and maximize progress for you and the other people involved? Generally, people understand that tough times call for tough decisions. This means that they can either support a decision (even if it is hard on them) or fight that decision. Their responses will be based on how the decision is communicated and followed up. Looking beyond the decision to what comes next helps you to move your vision from tough times to the better times that will result from your decision.

Not making tough decisions would not make life better. When you look back, you can see the times in your life when someone made a tough decis ion that had posit ive consequences for you. Your own tough decisions can have equally positive consequences when you begin your decision by looking around. As you develop a more flexible focus and greater breadth of vision, you will find that you make better decisions more quickly. Especially when the decision is still a tough one.

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Linda Ferguson, Ph.D., is Senior Partner at NLP Canada Training Inc..

NLP Canada Training Inc. provides training and coaching to individual, groups and businesses in the practices of integrated thinking. Individuals who practice integrated thinking move effectively from goals to achievement.

NLP Canada Training Inc. is a r e g i s t e r e d e d u c a t i o n a l institution. We issue tax receipts for tuition fees.