How To Make Good Decisions

William F. Doverspike, Ph.D.
drwilliamdoverspike.com
770-913-0506

Good decisions are often judged not so much by their outcomes as they are by the principles on which they are based. There are essentially two ways that people make decisions---the intuitive method and the deductive method. The intuitive method, which is the way 99% of our decisions are made throughout the day, involves our ordinary judgments and feelings. In other words, it involves making decisions based on our feelings---deciding with our gut. The deductive method, which is the more complicated strategy, involves a more systematic and logical process. It is this second type of decision making model that is discussed below.

Identify the problem. When faced with a difficult decision or dilemma, one’s first step should be to identify the problem. Operationalizing the problem, which means defining the problem in specific behavioral terms, is usually 90% of the solution. Rather than defining the problem in such a way that change can be made more difficult or even impossible, reframing the problem involves viewing the situation from a different---often more positive---perspective. For example, rather than viewing a challenging situation as a problem, one can view it as an opportunity by asking the question, "What changes would I like to see?" Such a question reframes the problem by restating it in terms of how or what one wants to change rather than in terms of what is wrong.

Identify the principles involved. After identifying the problem, the next step is to identify the principles on which the decision will be based. Depending on the context, guiding principles may involve the tenants of one’s religion or faith tradition, laws and legal regulations, institutional policies, best business practices, or professional ethical standards. If a single relevant standard applies in a particular situation, one’s first question should be, "Is there a reason to deviate from the standard?" (Haas & Malouf, 2005, p. 12). On the other hand, if there is no single principle that applies to the situation, one’s next step would involve identifying the relevant dimensions that make the issue problematic. The concept of universality becomes relevant at this point. Universality refers to the principle that distinguishes ethical action from expedient action by being applicable to any person operating in essentially the same situation. For example, one universal principle that exists in at least 12 major world religions is the Golden Rule: "Do unto others what you would have them do unto you." In decision-making, the concept of universality is best illustrated by the question, "Would I recommend the same course of action to every other person essentially similar to me who is operating in essentially the same circumstance?"

Consider your various options at choice points. Because there is often more than one right solution to a problem, think of solutions by thinking divergently as well as convergently. Convergent thinking refers to systematic thinking, including inductive and deductive reasoning, which brings together information on solving a problem by focusing on a single correct answer. Divergent thinking refers to flexible thinking that moves away in diverging directions with many possibilities that involve a variety of factors that may lead to novel or creative ideas and solutions. In other words, in divergent thinking, there is no one "right" answer to a particular problem, but instead there may be many right answers. Divergent thinking is required when dealing with the many situations in everyday life in which no single moral or ethical dimension seems to outweigh the others. Brainstorming, which involves creative thinking and solution-generating thinking, can be helpful in revealing a variety of actions that may prove useful.

Consider doing nothing at all. When faced with a dilemma, most people are usually concerned with which actions to take. People typically ask the question, "What should I do?" One should also ask the question, "Have I considered doing nothing?" In generating possible courses of action, one should always consider the option of taking no action at all because there are some problems in life for which this option may prove to be the best solution. In other words, "not doing anything" or deferring an action may sometimes achieve a desired outcome. Of course, there are many situations that call for decisive action, but it is rarely a bad idea to at least consider the option of taking no action at all.

Consider consequential thinking. In considering the possible risks and benefits of one’s actions, it may be helpful to engage in projective-retrospective thinking, which is a type of consequential thinking. Projective-retrospective thinking involves mentally projecting oneself into the future and then thinking back on how one’s contemplated actions would be viewed retrospectively. It may also be helpful to use a factorial matrix (Doverspike, 2008), which is similar to a cost-benefit analysis requiring one to evaluate the short-term and long-term benefits and risks of two different courses of contemplated action (e.g., "Just do it," "Don’t do it").

Consider overarching moral principles. When encountering a situation in which there is a conflict between standards or principles, one useful strategy is to consider overarching moral principles. Overarching moral principles, which are the underlying foundation principles upon which all other standards are based, include autonomy, beneficence, nonmaleficence, justice, fidelity, and veracity. In plain English, each principle is described below.

Autonomy refers to the right of self-determination as evidenced by the freedom of an individual to make one’s own decisions and choose one’s own direction.

Beneficence refers to promoting good for others, contributing to the welfare of others, and protecting the best interests of others.

Nonmalficence refers to avoiding doing harm to others and refraining from actions that risk hurting others.

Justice refers to providing fairness to all people, regardless of age, race, gender, ethnicity, religion, national origin, or sexual orientation.

Fidelity refers to keeping one’s promises, fulfilling honoring one’s commitments, and being faithful to one’s responsibilities of trust in a relationship.

Veracity refers to being honest, truthful, and trustworthy. Trust is required to build a relationship, and honesty is required to build trust.

Choose a course of action. Although choosing a course of action is based on principles, implementing a course of action is based on pragmatism or practical considerations. Implementation of a chosen course of action involves practicality, which refers to the likelihood that one can actually implement the chosen course of action.

Evaluate the results of action. The final step in decision making involves evaluating the results of the actions one has taken. Good decisions can sometimes lead to bad results, although bad results often turn out to be good. We learn from our mistakes, and the ability to recover from a mistake is more important than not making any mistakes at all. It is often said that wisdom comes from experience, and experience often comes from bad judgment.

References
Doverspike, W. F. (2008). Risk management: Clinical, ethical, and legal guidelines for successful practice. Sarasota, FL: Professional Resource Press.
Haas, L. J. & Malouf, J. L. (2005). Keeping up the good work: A practitioner’s guide to mental health ethics (4^{th ed).
     Sarasota, FL: Professional Resource Press}