a speech about decision making

Passion Power Purpose (Album)
Dare To Be Different (Album)
Freedom (Album)
RECHARGE (Album)
Headphones ON, World OFF – Workout Music Album
UPGRADE YOUR MIND (Album)
Better Than Yesterday – Motivational Speeches Album
Reinvent Yourself – Motivational Speeches Album
Uncommon Being – Motivational Speeches Album
Tom Bilyeu – Motivational Speeches (ALBUM)
Greatest Hits – Album + CD
10% Human 90% Beast – Gym Motivational Speeches (Album)
They Will Never Define Me – Album
Working On The Dream – Album
Strong Mind, Strong Life – Album
Feed Your Mind With Success – Album
Born Ready – Album
Hard Work Pays Off – Album
Success And Nothing Less (Album)
Today Is The Day (Album)
Fear Less Dominate More – Album
Hungry For Success – Album
Background Music
Motivational Quotes
The Great Teachers
Entrepreneur
Self Development
Money & Success
Athlete Motivation
Fitness Motivation
Inspirational Quotes
Mental Health
Motivational Speeches
Spirituality
Sports Motivation
Success & Self Help Books
The Law of Attraction
Wealth Building
Using Our Music
Licensing – YouTube Videos
Suggestions

NOW (Lyrics) Fearless Motivation, R Reed
PREVAIL (Lyrics) Fearless Motivation Ft. The Julianno
SHOW UP (Lyrics) Fearless Motivation
BLAME GAME (Lyrics) Fearless Motivation

Every Decision Matters – Motivational Speech

Every decision matters – motivational speech by fearless motivation.

Every decision matters! Every action you take has a consequence in your future. Don’t just take this as another success quote to throw up on your wall – when you can truly grasp that EVERY action you take has an impact on your future, you can start making better decisions, more conscious decisions, start building momentum and soon you won’t recognize the person you see in the mirror. The changes can be that great. Commit to take your life to the NEXT LEVEL!

Download or Stream To ANY DEVICE, Worldwide: iTunes , GooglePlay , AmazonMP3 , Spotify , Apple Music Lyrics, Music, Speech: Copyright: Fearless Motivation Speaker: Chris Ross

Every Decision Matters – Motivational Speech by Fearless Motivation – WATCH FREE:

Transcript – Every Decision Matters – Motivational Speech | Fearless Motivation

You are always just one decision away from a totally different life. EVERY DECISION COUNTS! MAKE YOUR DECISIONS COUNT!

Every decision! Every action! Every choice counts!

Every choice that is made in your present moment has an impact on your future. Don’t ever forget this! . Because it’s one of the most powerful principles you can live by.

Every time you decide to work on yourself,  instead of taking the easy road,  that is a STRONGER you in the future!

When you decide to develop your mind, by learning something new, rather than watching the news, that is a STRONGER, BETTER you in the future.

When you decide to eat healthy,  rather than give in to temptation or feed your body with foods that only do harm…  STRONGER you in the future.

When you decide to be kind,  rather than fight a useless battle to defend your position… STRONGER, BETTER you in the future

When you decide to rise early, and meditate. There is a stronger you. A better you, ready for the future.

When you decide to KEEP GOING despite setbacks – stronger, better you in the future  !

When you decide to write down every day what you are grateful for, rather than complain about what is not there – a stronger better you in the future.

Every decision and every action matters! Every action has a consequence in the future – both ways.  Good and Bad. So yes, this one time does matter! Yes, that one sleep in does matter! Habits matter! You matter!

From now on DECIDE to make conscious decisions! Powerful decisions every day! Set the standard, and continue to raise the bar in your life!

Your positive actions will compound on themselves and soon you won’t recognize the person you see in the mirror. The changes can be that great . YOU CAN BE THAT GREAT!

Share Every Decision Matters – Motivational Speech on Facebook, Twitter and GooglePlus by clicking the share buttons below. Leave a comment below and join the #TeamFearless community

One Response

It doesnt matter your back round If your mindset is stronger than your intentions Follow what matters most

Talks to watch when you have a big decision to make

For when you need to stop biting your nails and just pick a direction.

3 ways to make better decisions -- by thinking like a computer

How to make choosing easier

3 lessons on decision-making from a poker champion

How to make hard choices

When to take a stand -- and when to let it go

Importance of Decision Making

Decision-making is the process of selecting the best option among a number of choices. It is an important step in the process of planning. Your success depends on the decisions you have made in your professional and personal life. Whether it is for business or your own personal life, you will not be able to move ahead without taking the necessary decisions at times.

Decision-making will not be a difficult process if you have only a single option for you. It becomes a laborious process if you are to choose between lots of other suitable alternatives. If you are a good decision maker you will be respected and trusted by the people working for you.

To be precise, you cannot achieve success in your life if you do not know how to make your decisions perfectly. You will be able to have a better idea about the importance of decision-making from the below-mentioned points.

To utilize the resources effectively – The success of every organization depends on the way you utilize your resources. If you have the capability to make better decisions you will be able to use the resources properly to achieve all the objectives of your company. You will also be able to form a bond of trust between the employees as well as your clients with the help of the perfect decisions you have made in the organization.
To enhance the reputation of you and your organization – Will you work in an organization if it is known for its management’s lack of decision-making skills? The answer to this question is clear and precise. Nobody will join such an organization which is on the verge of failure. The fate of the company you own depends on your decisions. Bad decisions will only help to create a negative reputation in the industry.
Helps you to face all the challenges – With the appropriate decisions, it will become a lot easier to handle the challenges that come your way. The organization you own or work in will be able to reach the heights even in the midst of all the obstacles and hardships.
Helps you to save time – Only a good decision-maker will be able to utilize his time effectively. If you can make the right decisions at the right time, you will be able to meet your deadlines and also yield better results in your professional life.
Helps to enhance the level of dedication of your employees – If your employees understand your capability in making the best decisions for the betterment of the company, they will become more dedicated to their work. This will be beneficial for the future of your entire organization. No employee would like to sacrifice their reputation and life in an organization led by a bad decision-maker.
To yield better results at a faster rate – People say that hard work will definitely yield good results. This will be true if you are working hard on the right decisions. Working hard on something which has been planned incorrectly will only prove to be a waste of time. Hence, decision-making plays an important role in your success. Also, if your decisions and plans are right and you work hard on it, you will definitely able to yield faster and better results.
Assess the efficiency of the employees – All the employees in an organization may not have the same kind of efficiency. Different people will have different potential. Hence, you have to be very careful while assigning tasks to them. If you are able to make good decisions, will be able to understand the capability of each and every employee in your organization. You will also be able to recognize the weak-links in each department of your company.
Helps to create new innovations – If you wish to move ahead in this competitive market, it is necessary to make new innovations at the right time. An innovation can be successful if you are aware of the current market trends and also the needs of the consumers. If you can make better decisions, you will be able to make successful innovations which are efficient enough to satisfy all the needs of the consumers.

Also read: Importance of financial planning

In short, decision-making is indispensable in the current world. However, it may not be possible for you to make the right decisions all the time. If you make a wrong decision, make sure to learn from it and also take measures to not repeat it again. You have to be very vigilant while making a decision because the future of your organization depends on it.

30 Speeches on the Brain and Decisions

From The Power of Perspective to The Nature of Choice

Browse Topics
Executive Committee
Affiliated Faculty
Harvard Negotiation Project
Great Negotiator
American Secretaries of State Project
Awards, Grants, and Fellowships
Negotiation Programs
Mediation Programs
One-Day Programs
In-House Training – Inquiry Form
In-Person Programs
Online Programs
Advanced Materials Search
Contact Information
The Teaching Negotiation Resource Center Policies
Frequently Asked Questions
Negotiation Journal
Harvard Negotiation Law Review
Working Conference on AI, Technology, and Negotiation
40th Anniversary Symposium
Free Reports and Program Guides

Free Videos

Upcoming Events
Past Events
Event Series
Our Mission
Keyword Index

PON – Program on Negotiation at Harvard Law School - https://www.pon.harvard.edu

Team-Building Strategies: Building a Winning Team for Your Organization

Discover how to build a winning team and boost your business negotiation results in this free special report, Team Building Strategies for Your Organization, from Harvard Law School.

Leadership and Decision-Making: Empowering Better Decisions

A key task in leadership and decision-making is finding ways to encourage employees at all levels to make better decisions on the organization’s behalf in negotiations and beyond, according to a new book..

By Katie Shonk — on April 29th, 2024 / Leadership Skills

What is the role of leadership in an organization? Contrary to the traditional image of a sole individual steering the ship, leaders have an obligation to empower everyone in their organization to make sound and ethical decisions in negotiations and other contexts, write University of California, Berkeley, professor Don A. Moore and Harvard Business School professor Max Bazerman in their new book, Decision Leadership: Empowering Others to Make Better Choices .

During a virtual event moderated by Harvard Business School professor Deepak Malhotra , Moore and Bazerman shared principles on leadership and decision-making from their book. “The thing that leaders can most affect are the decisions of the people they lead,” said Bazerman; consequently, “we’re interested in the decisions not just of the leader but of all of those people who are influenced by the leader.”

Don’t Neglect Ethics

“Great leaders create the norms, structures, incentives, and systems that allow their direct reports, organizations, and the broader stakeholders to make decisions that maximize collective benefit through value creation,” Moore and Bazerman write in Decision Leadership . They emphasize the importance of “setting the stage”—creating environments in which people can make good decisions.

As a result, the leadership and decision-making book focuses a great deal on ethics, noted Malhotra during the book talk. He asked if effective leadership thus must embody a certain type of leadership, such as moral leadership or ethical leadership . “Is there such a thing as being a great leader when you’re not thinking about maximizing collective benefit or value creation?” Malhotra asked.

Claim your FREE copy: Real Leaders Negotiate

If you aspire to be a great leader, not just a boss, start here: Download our FREE Special Report, Real Leaders Negotiate: Understanding the Difference between Leadership and Management , from Harvard Law School.

According to Moore, leaders who ignore the ethical implications of their decisions face profound moral, legal, financial, and other risks. “To pretend that business decisions don’t have ethical implications ignores a key dimension on which decisions will be evaluated,” he said. “Effective leadership must consider the wider consequences of any decision,” which is by definition an ethical consideration.

“If we think about some of the failed leaders of the past decade,” added Bazerman, “whether it’s Adam Neumann [of WeWork] or Elizabeth Holmes [of Theranos] or Travis Kalanick [Uber], we see people who dramatically influenced the behavior of others.” Such leaders caused harm in part “because their leadership was so devoid of the ethical dimension,” Bazerman said. In particular, these leaders failed to consider “how to help people make ethical decisions that will make society better off.”

Beyond Changing Hearts and Minds

Decision Leadership offers advice on how leaders can create cultures, environments, norms, and systems that will promote high-quality ethical decisions within their organizations. As such, the authors argue that the real task of leaders is not just to change “hearts and minds”—that is, persuasion—but to fundamentally change what people do. Wise leaders, they argue, design the organization to steer people toward better, more ethical decisions.

“We have nothing against leaders who inspire change by influencing culture, changing how others think and feel,” said Moore. But Decision Leadership offers more useful, less costly tools for prompting better decisions, he said.

Many of these tools draw on the concept of “nudges” offered by Richard H. Thaler and Cass R. Sunstein in their book Nudge: Improving Decisions About Health, Wealth, and Happiness . Nudges steer people toward better decisions rather than relying on persuasion. Moore and Bazerman gave the example of organizations that make it convenient for employees to get vaccinated against Covid-19, such as offering the vaccine at work, instead of trying to convince the skeptical of the benefits of being vaccinated.

Rather than leaving hearts and minds out of the equation, Bazerman said, he and Moore aimed to add a consideration of “strategies that will get the behavior done, even if people’s hearts and minds aren’t changed at all.” In recent decades, the tech industry and many governments have embraced the world of behavioral economics and nudges. Bazerman predicted that in the next decade, more business will make use of these tools to spur wiser decisions. In so doing, organizations will move in the direction of collective leadership and away from a more autocratic leadership style .

Experiments in Leadership and Decision-Making

During the talk, Moore, Bazerman, and Malhotra discussed several proven strategies for prompting better leadership and decision-making in organizations, including creating a culture in which employees feel empowered to speak up when they see something wrong, finding ways to encourage leaders to be more open to accepting advice, and running experiments to test the likely success of a decision rather than basing it on intuition.

Google runs thousands of experiments every year to test new ideas and initiatives, Bazerman noted, but “a lot of companies are behind the curve on thinking systematically about how to learn over time.” That’s a strategic mistake, he said: “If you have a company, and you have an idea about how to change some behavior at your 22 offices across the globe involving millions of customers, why wouldn’t you want to test a new idea on 10,000 people first so that you can find what works, tweak it, and make it better over time?”

What leadership and decision-making strategies have you found to be effective in prompting better decisions in your organization?

Directive Leadership: When It Does—and Doesn’t—Work
Counteracting Negotiation Biases Like Race and Gender in the Workplace
What Is Collective Leadership?
The Trait Theory of Leadership
Charismatic Leadership: Weighing the Pros and Cons

No Responses to “Leadership and Decision-Making: Empowering Better Decisions”

2 responses to “leadership and decision-making: empowering better decisions”.

A brief and concise article which I think could be easily understood by students in the Public Administration discipline….

This is a great, circumspect article that draws attention to the bigger picture in negotiations: the broader and more diverse field of motives and the interests that drive those involved in decision-making. Also noteworthy is awareness if the ethical factor, so often neglected in business decisions and so often detrimental as a result.

Click here to cancel reply.

Negotiation and Leadership

Download Program Guide: Fall 2024
Register Online: Fall 2024
Learn More about Negotiation and Leadership

NEGOTIATION MASTER CLASS

Download Program Guide: November 2024
Register Online: November 2024
Learn More about Harvard Negotiation Master Class

Negotiation Essentials Online

Download Program Guide: December 2024 and June 2025
Register Online: December 2024 June 2025
Learn More about Negotiation Essentials Online

Beyond the Back Table: Working with People and Organizations to Get to Yes

Download Program Guide: February 2025
Register Online: February 2025
Learn More about Beyond the Back Table

Beyond the Back Table February 2025 Program Guide

Select Your Free Special Report

Negotiation Essentials Online (NEO) December 2024 and June 2025 Program Guide
Negotiation Essentials In-House Program Guide
Negotiation Master Class November 2024 Program Guide
Beyond the Back Table February 2025 Program Guide
Negotiation and Leadership Fall 2024 Program Guide
Make the Most of Online Negotiations
Managing Multiparty Negotiations
Getting the Deal Done
Salary Negotiation: How to Negotiate Salary: Learn the Best Techniques to Help You Manage the Most Difficult Salary Negotiations and What You Need to Know When Asking for a Raise
Overcoming Cultural Barriers in Negotiation: Cross Cultural Communication Techniques and Negotiation Skills From International Business and Diplomacy

Teaching Negotiation Resource Center

Teaching Materials and Publications

Stay Connected to PON

Preparing for negotiation.

Understanding how to arrange the meeting space is a key aspect of preparing for negotiation. In this video, Professor Guhan Subramanian discusses a real world example of how seating arrangements can influence a negotiator’s success. This discussion was held at the 3 day executive education workshop for senior executives at the Program on Negotiation at Harvard Law School.

Guhan Subramanian is the Professor of Law and Business at the Harvard Law School and Professor of Business Law at the Harvard Business School.

Articles & Insights

BATNA and Other Sources of Power at the Negotiation Table
Michael Scott, Negotiation Genius? Lessons from TV Negotiations
BATNA Strategy: Should You Reveal Your BATNA?
Take your BATNA to the Next Level
Taylor Swift: Negotiation Mastermind?
Negotiation Advice for Buying a Car: Tips for Improving Your Negotiating Position
10 Great Examples of Negotiation in Business
Top 10 Notable Negotiations of 2022
Negotiation Preparation Strategies
Contingency Contracts in Business Negotiations
3 Types of Conflict and How to Address Them
What is Conflict Resolution, and How Does It Work?
How to Manage Conflict at Work
Conflicts of Interest: How to Avoid and Manage Them
Cognitive Biases in Negotiation and Conflict Resolution – Common Negotiation Mistakes
Crisis Negotiation Lessons: The U.S.-Russia Prisoner Swap
What is Crisis Management in Negotiation?
Famous Negotiations Cases – NBA and the Power of Deadlines at the Bargaining Table
Crisis Communication Examples: What’s So Funny?
AI Negotiation in the News
Trust and Honesty in Negotiations: Dealing with Dishonest Negotiators
Bargaining in Bad Faith: Dealing with “False Negotiators”
How to Renegotiate a Bad Deal
Consensus-Building Techniques
How to Manage Difficult Staff: Gen Z Edition
What Leads to Renegotiation?
Does Your Negotiation Process Need Improvement?
5 Dealmaking Tips for Closing the Deal
Trump’s Negotiating Style as President-Elect
Understanding Exclusive Negotiation Periods in Business Negotiations
Settling Out of Court: Negotiating in the Shadow of the Law
What are the Three Basic Types of Dispute Resolution? What to Know About Mediation, Arbitration, and Litigation
Four Conflict Negotiation Strategies for Resolving Value-Based Disputes
Using Principled Negotiation to Resolve Disagreements
Dear Negotiation Coach: Responding (Or Not) to an Ultimatum in Negotiation
The Importance of Relationship Building in China
Overcoming Cultural Barriers in Negotiations and the Importance of Communication in International Business Deals
The Pros and Cons of Back-Channel Negotiations
The Negotiation Process in China
How to Solve Intercultural Conflict
Why is Negotiation Important: Mediation in Transactional Negotiations
How Mediation Can Help Resolve Pro Sports Disputes
The Mediation Process and Dispute Resolution
What Makes a Good Mediator?
AI Mediation: Using AI to Help Mediate Disputes
Price Anchoring 101
For a Mutually Beneficial Agreement, Collaboration is Key
Reservation Point in Negotiation: Reach Negotiated Agreements by Asking the Right Questions
A Difficult but Well-Fought Negotiation Campaign
10 Negotiation Failures
10 Negotiation Training Skills Every Organization Needs
3-D Negotiation Strategy
Use a Negotiation Preparation Worksheet for Continuous Improvement
The Importance of a Relationship in Negotiation
Collaborative Negotiation Examples: Tenants and Landlords
How to Ask for a Salary Increase
Negotiating a Salary When Compensation Is Public
Salary Negotiation: How to Ask for a Higher Salary
How to Counter a Job Offer: Avoid Common Mistakes
Renegotiate Salary to Your Advantage
Teach Your Students to Negotiate a Management Crisis
Learn from the Best with the Great Negotiator Case Studies
The Best New Simulations
Negotiation Journal Now Open Access, New Issue Just Released!
Check Out the Three-Party Coalition All-In-One Curriculum Package
Streaming Toward Win-Win Negotiation: Spotify Upgrades Its Negotiating Strategy
What is a Win-Win Negotiation?
How to Negotiate Mutually Beneficial Noncompete Agreements
Labor Negotiation Strategies
How to Use Tradeoffs to Create Value in Your Negotiations

PON Publications

Negotiation Data Repository (NDR)
New Frontiers, New Roleplays: Next Generation Teaching and Training
Negotiating Transboundary Water Agreements
Learning from Practice to Teach for Practice—Reflections From a Novel Training Series for International Climate Negotiators
Insights From PON’s Great Negotiators and the American Secretaries of State Program
Gender and Privilege in Negotiation

Remember Me This setting should only be used on your home or work computer.

Lost your password? Create a new password of your choice.

Pardon Our Interruption

As you were browsing something about your browser made us think you were a bot. There are a few reasons this might happen:

You've disabled JavaScript in your web browser.
You're a power user moving through this website with super-human speed.
You've disabled cookies in your web browser.
A third-party browser plugin, such as Ghostery or NoScript, is preventing JavaScript from running. Additional information is available in this support article .

To regain access, please make sure that cookies and JavaScript are enabled before reloading the page.

Decision-Making

The power of emotions in decision making, how to use emotions constructively in decision making..

Updated August 7, 2023 | Reviewed by Monica Vilhauer

Emotions play a significant role in decision-making.
Without emotions to motivate and push us, we would be passive and do nothing.
Make sure to balance and integrate emotional insights with logical reasoning.
Practice emotional intelligence skills to better your decisions.

Many would consider emotions to be a hindrance to decision-making and, therefore, think that they would be better off without them. They may avoid or suppress them, rather than feel, process and understand their meaning. When it comes to the decision-making process, they would prefer to be rational rather than emotional.

However, emotions have value. It appears that without emotions to motivate and push us, we would be passive and do nothing. Decisions are very much informed by our emotional state since this is what emotions are designed to do. Emotions quickly condense an experience, and evaluate it to inform our decision, so we can rapidly respond to the situation.

While emotions serve to direct us, they are driven by our automatic survival nature. As such, most of the time emotions communicate their messages below our level of awareness. It is important to note that because of their speed and survival purpose, emotions are not particularly accurate. Their speed and effectiveness compensate for what they lack in being specific and detailed. This is why the emotional system provides many false alarms, which requires us to reevaluate our response and check if it is appropriate to the particular situation.

The latest research has established that emotion is crucial in a rational decision-making process. Antonio Damasio and his colleagues concluded that in the absence of emotional markers, decision making is virtually unattainable. Our emotions will drive the conclusions we make, and our well-being may depend upon our ability to understand and interpret them while integrating them with a rational mind to make an appropriate decision. While it is important to consider and process emotional signals, we need to evaluate our responses and see if they are proper to the relevant situation.

How to use emotions to make effective decision-making?

Here are some steps to effectively use emotions for successful decision-making:

Welcome your emotions

Don’t repress or ignore your emotions. Start by identifying and understanding your emotions. Take a moment to recognize what you are feeling and why you are feeling. This mindful process of self-examination is critical to healthy decisions, since emotions can influence our views and judgments.

Remember “emotional bias”

Because of their survival nature, emotions can create biases that affect how we perceive information and interpret situations. Remember that the emotional brain cares more about being safe than about being correct. Listen to its alarm signal, and at the same time question its message.

Regulate your emotions

Emotions, especially at a high intensity, impact our ability to make rational decisions. Strong emotions can impair our judgment and make it challenging to think objectively and critically. This is why it is important to temper our emotions to be balanced and proportional to the situation.

Utilize emotions as a guide

Emotions can act as a compass, pointing you toward what matters most to you and/or what aligns with your values. However, it is essential to avoid letting emotions dictate your decision-making. Make sure to balance emotional insights with logical reasoning.

Enlist your rational mind

It is important to enlist the help of the rational mind. By doing so, you move from a system that operates quickly, intuitively, and unconsciously to a system that is slower and more controlled, rational, and conscious. You move beyond an impulsive, reactive emotional system to one that is contemplative, flexible, and strategic.

Consider the context

Evaluate the situation at hand and consider that emotions may be influenced by the context. Emotions that arise from past experiences or personal biases might cloud your judgment. Separate the present situation from the past and focus on the relevant factors.

Assemble relevant information

Emotions can provide valuable insights, but they should be complemented with factual information. Take your time to gather crucial information before making important decisions. Analyze the pros and cons of your options to make the best possible decisions.

Mindfulness is key to harmonizing the mind. The unregulated mind can become deluded, allowing passions, urges, and wild emotions to take over. Mindfulness allows us to notice our emotions and engage the rational mind to interpret their message. The goal is to treat your emotions as a gateway to a greater level of awareness.

Cultivate compassion

Cultivating compassion in decision making is a powerful way to make more empathetic , ethical, and balanced choices that consider the well-being of all. Compassion helps us soothe the emotional mind and choose actions that will benefit ourselves and others.

Practice emotional intelligence

Emotional intelligence is the ability to recognize and manage your emotions effectively. Key elements of emotional intelligence are self-awareness, self-regulation , motivation , empathy, and social skills. By developing emotional intelligence skills, you can use your emotions to inform your decisions without being controlled by them.

Reframe the situation

Reframing means consciously changing your way of thinking about the meaning of an emotionally charged situation in order to reduce negative feelings. You shift your interpretation of an event by specifically having loving thoughts and extending compassion to yourself and to other people.

Expand your perspective

When you see the big picture and are focused on your highest purpose, you are not distracted by smaller issues and impulses. Figuring out your deepest long-term goals and pursuing them will channel your emotions toward peace and harmony. It will allow you to recognize that if the decision is driven by your values, it’s the best decision regardless of the outcome.

To sum up, emotions play a significant role in decision-making and, when used properly, they can enhance the effectiveness of the decision-making process. Remember, emotions are a natural part of being human, and they can be a valuable asset in decision-making. By combining emotional insights with rational thinking, you can make more effective and well-rounded decisions.

Keltner D, Lerner JS.( 2010). Emotion. In The Handbook of social psychology, ed. DT Gilbert, ST Fiske, G Lindzey, pp. 317-52. New York, NY: Wiley

Damasio, A.R. (1990). Individuals with sociopathic behavior caused by frontal damage fail to respond autonomically to social stimuli". Behavioural brain research, 41 , 81-94

Moshe Ratson, MBA, MFT, is a psychotherapist and executive coach in NYC. He specializes in personal and professional development, anger management, emotional intelligence, infidelity issues, and couples and marriage therapy.

Find a Therapist
Find a Treatment Center
Find a Psychiatrist
Find a Support Group
Find Online Therapy
United States
Brooklyn, NY
Chicago, IL
Houston, TX
Los Angeles, CA
New York, NY
Portland, OR
San Diego, CA
San Francisco, CA
Seattle, WA
Washington, DC
Asperger's
Bipolar Disorder
Chronic Pain
Eating Disorders
Passive Aggression
Personality
Goal Setting
Positive Psychology
Stopping Smoking
Low Sexual Desire
Relationships
Child Development
Self Tests NEW
Therapy Center
Diagnosis Dictionary
Types of Therapy

Sticking up for yourself is no easy task. But there are concrete skills you can use to hone your assertiveness and advocate for yourself.

Emotional Intelligence
Gaslighting
Affective Forecasting
Neuroscience

SUGGESTED TOPICS
The Magazine
Newsletters
Managing Yourself
Managing Teams
Work-life Balance
The Big Idea
Data & Visuals
Reading Lists
Case Selections
HBR Learning
Topic Feeds
Account Settings
Email Preferences

How to Make Great Decisions, Quickly

Martin G. Moore

It’s a skill that will set you apart.

As a new leader, learning to make good decisions without hesitation and procrastination is a capability that can set you apart from your peers. While others vacillate on tricky choices, your team could be hitting deadlines and producing the type of results that deliver true value. That’s something that will get you — and them — noticed. Here are a few of a great decision:

Great decisions are shaped by consideration of many different viewpoints. This doesn’t mean you should seek out everyone’s opinion. The right people with the relevant expertise need to clearly articulate their views to help you broaden your perspective and make the best choice.
Great decisions are made as close as possible to the action. Remember that the most powerful people at your company are rarely on the ground doing the hands-on work. Seek input and guidance from team members who are closest to the action.
Great decisions address the root cause, not just the symptoms. Although you may need to urgently address the symptoms, once this is done you should always develop a plan to fix the root cause, or else the problem is likely to repeat itself.
Great decisions balance short-term and long-term value. Finding the right balance between short-term and long-term risks and considerations is key to unlocking true value.
Great decisions are timely. If you consider all of the elements listed above, then it’s simply a matter of addressing each one with a heightened sense of urgency.

Like many young leaders, early in my career, I thought a great decision was one that attracted widespread approval. When my colleagues smiled and nodded their collective heads, it reinforced (in my mind, at least) that I was an excellent decision maker.

MM Martin G. Moore is the founder of Your CEO Mentor and author of No Bullsh!t Leadership and host of the No Bullsh!t Leadership podcast. His purpose is to improve the quality of leaders globally through practical, real world leadership content. For more information, please visit, www.martingmoore.com.

Partner Center

Speeches > Steven C. Wheelwright > Decision Making—The Lord’s Way

Decision Making—The Lord’s Way

Steven c. wheelwright.

President of BYU–Hawaii

May 26, 2009

Good morning, brothers and sisters. It’s wonderful to be on this beautiful campus with you today. I thank President Samuelson for this opportunity, and I thank each of you for the great spirit you bring to this devotional this morning.

Today I’d like to consider one of the most basic tenets of the restored gospel of Jesus Christ—that of agency . Elder Richard G. Scott called agency “a vital element in our Father in Heaven’s plan of happiness.” 1 And Elder Robert D. Hales said, “Our use of agency determines who we are and what we will be.” 2

While agency is a powerful, eternal principle, our approach to decision making can be considered its mortal embodiment. Agency, the ability to make our own decisions, is a great blessing bestowed by a loving Heavenly Father on all His sons and daughters. In 2 Nephi we read:

Therefore, cheer up your hearts, and remember that ye are free to act for yourselves—to choose the way of everlasting death or the way of eternal life. 3

Choice is inevitably accompanied by opposing forces. Opposition is, in fact, the very essence of choice. Today I’d like to focus my remarks on some of the principles and processes of righteous decision making.

“The Valley of Decision”

In the last chapter of Joel in the Old Testament, we read of a place called “the valley of decision,” 4 a place where multitudes of people will be gathered to prepare for and await the Lord’s Second Coming. I like the powerful imagery of the phrase “the valley of decision” because I see it as analogous to the young adult stage of life—the current stage of life of the majority of you in this audience.

Most of you have already made the wise decision to further your education, but you may now be choosing what to study, what classes to take, and what career path to pursue. You may have had your roommates assigned to you, but you have the choice of whom to spend time with and how to spend your time. Hopefully you young men are considering serving a mission, or, if you have already served, you are choosing to maintain the righteous habits you acquired on your mission. And I suspect more than a few of you are deciding whom to date and even whom to marry and when. The list of decisions you each face goes on and on.

At this busy intersection of adolescence and adulthood, you are experiencing one of the highest per-diem decision rates you will ever face in mortality! If you learn to make decisions according to the Lord’s process, you will form one of the habits most critical to both your earthly and your eternal success.

The Process of Making Decisions

Let’s for a moment reflect on the most basic elements of the decision-making process. When we are presented with a choice, our perspective and our attitude combine to largely determine the course of action we will pursue—or, in other words, the decision we will make.

Now, for discussion’s sake, let’s simplify our decision-making processes into two broad categories: making decisions the Lord’s way versus making decisions the world’s way.

We’ll begin with a closer examination of the world’s way. Let’s use the example of choosing a career path as our choice or decision to be made and assume two possible outcomes, option A and option B.

The world’s perspective on such a significant decision would certainly consider financial ramifications, potential for prestige and power, and ease of acquisition. And a worldly attitude might include such things as self-centeredness, a sense of entitlement, and even political correctness as major factors in choosing between options A or B.

Working together, the influences of perspective and attitude will largely determine the decision we make or, in this example, which career path we choose. The result of following the world’s process of decision making in selecting a career would greatly favor certain professions over others.

In contrast, let’s now take a closer look at making decisions the Lord’s way. We’ll begin with the same choice of which career path to follow, but, since we know that all things are spiritual to the Lord, 5 we’ll consider a spiritual perspective and a spiritual attitude in this process.

A spiritual perspective would, first and foremost, consider eternity, it would be rooted in gospel principles, and it would allow for a quality journey. And a spiritual attitude would be infused with humility, gratitude, and faith. For example, opportunities to provide service to others, to strengthen one’s family, and to spend meaningful time in Church callings would all be considered in the Lord’s process. When a spiritual perspective and a spiritual attitude are factored into a major decision, such as the choice of a career, the resulting action might well be quite different than that resulting from following a worldly decision-making process.

Now, let’s superimpose one of my favorite scriptures over this decision-making process. Proverbs 3:5–6 reads:

Trust in the Lord with all thine heart; and lean not unto thine own understanding.

In all thy ways acknowledge him, and he shall direct thy paths.

Using this scripture, we can subtitle the world’s approach to decision making “leaning to thine own understanding.” Our own understanding is imperfect. We cannot see the future, nor can we see our ultimate potential, but when we follow the world’s process, we rely on that understanding anyway.

Similarly, using this scripture, we can subtitle the Lord’s approach to decision making “trusting in the Lord.” The Lord does see the future, and only He knows our divine potential—thus this approach requires trusting the Lord. C. S. Lewis described this great truth when he likened our lives to a house undergoing renovations:

At first, perhaps, you can understand what [God] is doing. He is getting the drains right and stopping the leaks in the roof. . . . But presently He starts knocking the house about in a way that . . . does not seem to make sense. . . . He is building quite a different house from the one you thought of. . . . You thought you were going to be made into a decent little cottage: but He is building a palace. 6

Therein lies the key reason we need to make decisions by following the Lord’s process: He is building a palace far beyond our wildest plans. Mormon summarized the difference between making decisions in the world’s way versus the Lord’s way when he noted:

And thus we can behold how false, and also the unsteadiness of the hearts of the children of men; yea, we can see that the Lord in his great infinite goodness doth bless and prosper those who put their trust in him. 7

Left to our own understanding, we are unintentionally false and unsteady. But through trusting in the Lord with humility, gratitude, and faith, we are blessed and we prosper. If we trust in the Lord and acknowledge Him, not only will He “direct [our] paths,” but He will also ensure that “then shalt thou walk in thy way safely, and thy foot shall not stumble,” 8 and that “her ways are ways of pleasantness, and all her paths are peace.” 9

Scriptural Examples of Righteous Decision Making

The scriptures are filled with examples of wise men and women trusting in the Lord and following His process of decision making. Keeping in mind those three important components of a righteous spiritual attitude—humility, gratitude, and faith—let’s take a closer look at some of those examples.

In Genesis we read the amazing story of Joseph of Egypt, whom the Lord prospered because of his righteousness. 10 In spite of being sold into slavery by his own flesh and blood, Joseph trusted in the Lord. He did not follow the world’s process of decision making; rather, he remained fully committed to making decisions in the Lord’s way. For example, when repeatedly presented with seductive choices by Potipher’s wife, he retained a spiritual perspective and attitude.

And when he interpreted the butler’s and baker’s dreams in prison, Joseph humbly stated that “interpretations belong to God” 11 rather than taking the credit for himself. Later, after several more years of separation from his family, Joseph gratefully rejoiced that God “hath made me forget all my toil” 12 and “hath caused me to be fruitful in the land of my affliction.” 13 Joseph retained his great faith throughout his epic ordeal. When finally reunited with his starving family, he acknowledged the Lord’s hand, saying, “God did send me before you to preserve life.” 14 What an excellent example of trusting in the Lord and maintaining a consistently spiritual perspective and attitude.

In addition to Joseph, consider the stories of Ruth, Job, Esther, Nephi, and so many others; these courageous men and women trusted in the Lord with humility, gratitude, and faith. Faced with life-altering circumstances and decisions, they chose to trust in the Lord rather than lean unto their own understanding. By so doing, they were blessed with safety and peace, just as we will be.

Following the Lord’s process of decision making results in consistently and powerfully righteous decisions. And that pattern of righteous decision making in turn develops our character. Elder Scott explained the relationship between making decisions the Lord’s way and forming righteous character. He said:

Character is woven quietly from the threads of hundreds of correct decisions (like practice sessions). When strengthened by obedience and worthy acts, correct decisions form a fabric of character that brings victory in time of great need.

Righteous character provides the foundation of spiritual strength that enables you to make difficult, extremely important decisions correctly when they seem overpowering. 15

Building our character is certainly part of the Lord’s process of building us into a palace. Trusting in the Lord actually becomes an upward spiral: when we trust in the Lord, our faith and character are strengthened, and the stronger our character and the deeper our faith, the better we are able to trust in the Lord, and so on, which all results in better decision making.

This was certainly the case with Nephi in the opening scenes of the Book of Mormon. From the very first verse, we have evidence of Nephi’s righteous spiritual attitude and of his humility, gratitude, and faith: “I, Nephi, having been born of goodly parents, . . . having seen many afflictions in the course of my days, nevertheless, having been highly favored of the Lord in all my days.” 16

In the following pages, Nephi is faced with many critical decisions: Should he follow his father in fleeing Jerusalem? Should he believe his father’s prophecies of the imminent destruction of the Jews? We know he had “great desires to know of the mysteries of God.” In other words, he had a desire to know God’s will for him, and that desire led to action—he “did cry unto the Lord,” 17 and the Lord visited him, softening his heart and teaching him to believe the words of his father.

This proved to be an important character-building exercise because an even tougher decision lay directly ahead: should Nephi follow his father’s counsel to return to Jerusalem to obtain the brass plates in spite of the inherent dangers and his brothers’ unwillingness? We probably all know Nephi’s faith-filled reply by heart:

I will go and do the things which the Lord hath commanded, for I know that the Lord giveth no commandments unto the children of men, save he shall prepare a way for them that they may accomplish the thing which he commandeth them. 18

Elder Scott described this type of motivating faith as follows:

Motivating faith is centered in trust in the Lord and in His willingness to answer your needs. . . . The consistent, willing exercise of faith increases your confidence and ability to employ the power of faith. 19

Again we see the upward spiral that results from having a spiritual perspective: the stronger our faith, the more we are able to trust in the Lord, and the better the decisions we will make.

The scriptures and the lives and experiences of modern-day prophets are filled with excellent examples of making decisions the Lord’s way. I urge you to study the scriptures with a focus on searching these out. The lessons we learn from the scriptures will strengthen us and fortify our determination to seek the Lord’s will in our own lives as well.

A Personal Example

I am very fortunate to have had opportunities at your age to improve my decision-making abilities. It may surprise you to learn that I struggled with the decision of whether or not to serve a mission. I was young for my grade, so all my friends left on their missions nearly a full year before I was eligible to go. By that time I was quite comfortable in my studies, and I was dating a young woman whom I thought was “just right.” I was a novice at trusting the Lord. I will be forever grateful for the wise counsel of my father and bishop at that critical crossroads. Their loving guidance helped me see the inadequacy of leaning on my own understanding, and I began the upward spiral of trusting the Lord.

By the time I met Margaret following my mission to Scotland, I had added depth and breadth to my spiritual attitude and spiritual perspective. Experience had made trusting in the Lord much easier for me, and I knew right away the correct answers to the questions “Whom should I marry and when?”

Together Margaret and I have made following the Lord’s process for decision making a habit. I testify to you that one of the great blessings of forming this habit as a young adult is that in later years, the Lord will know He can trust you to respond to the directions of His Spirit.

Not all decisions are anticipated the way choosing what to study or whom to date might be. We aren’t necessarily given a road map of the hard choices that we will encounter. Margaret and I came upon just such a decision a few years ago—one that required great trust in the Lord and great faith in responding to the directions of His Spirit.

Before leaving to preside over the England London Mission in the summer of 2000, we prayerfully decided to sell our family home and retire from my career. However, three years later, near the end of our mission, we felt strong promptings to change our plans and return to Boston. Due to our earlier decision, we needed to find a place to live.

After an extensive search we purchased a small home that was just right for the two of us located about a mile from where we had lived for over 20 years. We moved in and immediately went to work renovating and improving it like we had done to prior homes several times before. For the next eight months we lived there comfortably.

Then, one Sunday afternoon, I received a strong impression from the Spirit that we needed to move. I was shocked by this prompting. Another move was not in our plans, and it made absolutely no sense. Yet I knew I had been told that we needed to move.

Later that day I drove down the street we had lived on for so many years before our mission. I hadn’t been on that street in nearly four years—not since we had sold our home there. But as I followed the gentle guidance of the Spirit, I noticed a nice home across the street from the home we had raised our family in. It had a “for sale” sign out in front. The thought quickly crossed my mind, “I wonder if that is the house the Lord wants us to buy.”

For two weeks I pondered the clear impression I’d had, wondering why we needed to move. Unable to make sense of it, but trusting in the Lord with humility, gratitude, and faith, I concluded I just needed to act upon the prompting, and so I finally told Margaret what had happened. She, too, was shocked, but we both felt we should do as the Spirit had prompted, so we put our home on the market and prepared to move.

After a few days of house hunting, we knew that the house across the street from our previous home was indeed the one we should buy. Now, if you knew the Boston housing market, especially at that time, you would have known as I did that this was not likely to be a wise financial decision! We had been in our other home for less than a year, and now we were selling it and buying a home larger than we needed, but we felt strongly prompted that it was what the Lord wanted us to do. We were grateful for the Lord’s guidance, even though we did not understand it.

The day after we moved, Margaret walked next door to visit Barbara, the elderly neighbor she had been acquainted with when we had lived on this street before. She knew Barbara had been raised in the Church but had become inactive when she went away to college. She hadn’t been back to church in over 60 years, and in all the years we had been neighbors previously, Barbara had seemed uninterested in the gospel. When Margaret entered Barbara’s kitchen that morning, Barbara threw her arms around Margaret and immediately began telling her about her 40-year-old daughter, Karen. Karen was dying of stomach cancer, and she and her husband were now living with Barbara so Barbara could help with Karen’s care. Before Margaret could even think, the words came out of her mouth: “Barbara, do you think that Karen would like a priesthood blessing?” Without hesitating Barbara said, “Yes, I know that she would.”

The next day a close friend from the ward joined me, and we gave Karen a priesthood blessing. It was then that Margaret and I began to understand why the Lord needed us to buy the house next door to Barbara and her daughter, Karen. Living a mile away would not have been sufficient for what the Lord needed us to do. Our trust in the Lord had created an amazing opportunity and blessing for us.

Within a week, we started sharing the gospel with Karen. We visited with her almost daily, teaching her and comforting her and her mother in any way we could. Karen started attending Church with us and loved the people in the ward and everything she was learning. She felt like she was coming home! Within a couple of months she was baptized.

Karen said that the day she was baptized was the happiest day of her life. Even though she only lived three months after her baptism, she felt such great joy and happiness and peace from the Lord. Even in her pain and misery, she felt the Lord’s arms around her as she neared the end of mortality. Those last few months of her life were truly a gift from the Lord.

We felt a little like Joseph of Egypt, trusting in the Lord though we didn’t completely understand His plan. We didn’t save an entire region from physical starvation, but, with His help, we did help feed a small family struggling with spiritual hunger at a critical time in their lives. That experience provided a capstone to all we had previously learned of trusting in the Lord.

Elder Neal A. Maxwell summarized beautifully the blessings of habitually trusting in the Lord:

Your personal possibilities, not for status and position but for service to God and mankind, are immense, if you will but trust the Lord to lead you from what you are to what you have the power to become. . . .

. . . If you are righteous, his purposes will be served. 20

Remember, each of us can choose to trust in the Lord, letting Him develop us into a palace rather than settling to become a cottage. And what better time to commit to developing the habit of following the Lord’s process of decision making and learning to trust in Him than during this critical period of young adulthood, full of frequent and significant decision-making opportunities. If we can shift from the world’s way of making decisions to the Lord’s way, our paths will be safe and peaceful and our destination divine.

I testify that the Lord’s promise is sure:

Rather than focusing on ease and prestige, may we concentrate on eternal considerations as we make life’s daily decisions. I pray that we will be able to replace feelings of self-centeredness, entitlement, and political correctness with an attitude of humility, gratitude, and faith through righteous obedience to God’s commandments. Like Saul on the road to Damascus, may we ask, “Lord, what wilt thou have me to do?” 21

I have a deep and abiding testimony, brothers and sisters, of the sanctity of agency. Our free will is literally the only thing that is truly ours; therefore, the ultimate consecration is in yielding ourselves to God. 22 I pray that as we seek to know the Lord’s will for us and as we humbly and gratefully make decisions in His way, we will feel strengthened and enhanced, faithfully contributing to the building up of His kingdom, and that we will enjoy His promised peace in the process. In the name of Jesus Christ, amen.

1. Richard G. Scott, “To Heal the Shattering Consequences of Abuse,” Ensign, May 2008, 40; emphasis added.

2. Robert D. Hales, “To Act for Ourselves: The Gift and Blessings of Agency,” Ensign, May 2006, 8.

3. 2 Nephi 10:23 .

4. Joel 3:14 .

5. See D&C 29:34 .

6. A George MacDonald analogy used by C. S. Lewis in Mere Christianity (New York: Macmillan, 1960), 160.

7. Helaman 12:1 .

8. Proverbs 3:23 .

9. Proverbs 3:17 .

10. See Genesis 39:2 .

11. Genesis 40:8 .

12. Genesis 41:51 .

13. Genesis 41:52 .

14. Genesis 45:5 .

15. Richard G. Scott, “Trust in the Lord,” Ensign, May 1989, 37.

16. 1 Nephi 1:1 .

17. 1 Nephi 2:16 .

18. 1 Nephi 3:7 .

19. Richard G. Scott, “The Sustaining Power of Faith in Times of Uncertainty and Testing,” Ensign, May 2003, 76.

20. Neal A. Maxwell, “I Am But a Lad,” New Era, May 1981, 4–5.

21. Acts 9:6 .

22. See Neal A. Maxwell, “Consecrate Thy Performance,” Ensign, May 2002, 36–38.

See the complete list of abbreviations here

Steven C. Wheelwright was president of BYU–Hawaii when this devotional address was given on 26 May 2009.

Decision-making

Collection: Jesus Christ, Our Savior and Redeemer

Podcast: Jesus Christ, Our Savior and Redeemer

Related Speeches

“Choose You This Day”

Persistence, Patience, and Posies

Bipolar Disorder
Therapy Center
When To See a Therapist
Types of Therapy
Best Online Therapy
Best Couples Therapy
Managing Stress
Sleep and Dreaming
Understanding Emotions
Self-Improvement
Healthy Relationships
Student Resources
Personality Types
Sweepstakes
Guided Meditations
Verywell Mind Insights
2024 Verywell Mind 25
Mental Health in the Classroom
Editorial Process
Meet Our Review Board
Crisis Support

9 Little Habits That Make You a Better Decision Maker

Knowing how to make good decisions—like what to wear to a job interview or how to invest your money—could be the key to living your best life. Making those decisions quickly and feeling confident about your decision-making skills could save you a lot of time and hassle.

You can become a better decision-maker in every area of your life by:

Avoiding overconfidence
Understanding the risks
Reframing the problem
Taking breaks
Reflecting on past mistakes
Recognizing your biases
Challenging your preconceptions
Recognizing emotions that affect choices
Treating yourself with kindness

At a Glance

Fortunately, everyone can take steps to become better decision-makers. Great decisions involve having the right information, considering the risks, and avoiding biases that can affect your judgment. If you want to become a better decision-maker, incorporate the following daily habits into your life.

Get Advice From The Verywell Mind Podcast

Hosted by therapist Amy Morin, LCSW, this episode of The Verywell Mind Podcast shares a tip that can help you make better decisions.

Follow Now : Apple Podcasts / Spotify / Google Podcasts

Take Note of Your Overconfidence

Compassionate Eye Foundation / Getty Images

Overconfidence can easily make your judgment go awry. Studies consistently show people tend to overestimate their performance and the accuracy of their knowledge.

Perhaps you are 90% sure you know where the office is that you’re visiting. Or maybe you’re 80% certain you can convince your boss to give you a promotion. If you're overconfident about those things, your plans are likely to go awry.

It’s vital to consider your confidence level in terms of time management. Most people overestimate how much they can accomplish in a certain period of time.

Do you think finishing that report will only take you one hour? Do you predict you’ll be able to pay your online bills in 30 minutes? You might find you’re overconfident in your predictions.

Take time every day to estimate the likelihood that you’ll be successful. Then at the end of the day, review your estimates. Were you as accurate as you thought?

Good decision-makers recognize areas in their lives where overconfidence could be a problem. Then they adjust their thinking and their behavior accordingly.

Identify the Risks You Take

Great decision-making also sometimes requires being willing to take a risk. Familiarity breeds comfort.

There’s a good chance you make some poor decisions simply because you’ve grown accustomed to your habits and don’t think about the danger or harm you’re causing.

For example, you might speed on your way to work every day. Each time you arrive safely without a speeding ticket, you become more comfortable driving fast. But clearly, you’re jeopardizing your safety and taking a legal risk.

Or maybe you eat fast food for lunch every day. Since you don’t suffer any immediate signs of ill health, you might not see it as a problem. Over time, however, you may gain weight or experience other health issues.

Evaluate Your Habits

Identify habits that have become commonplace. These are things that require little thought on your part because they’re automatic. Then take some time to evaluate which of them might be harmful or unhealthy, and create a plan to develop healthier daily habits.

Frame Your Problems In a Different Way

The way you pose a question or a problem plays a significant role in how you’ll respond and how you’ll perceive your chances of success.

Imagine two surgeons. One surgeon tells his patients, "Ninety percent of people who undergo this procedure live." The other surgeon says, "Ten percent of people who undergo this procedure die."

The facts are the same. However, research shows people who hear "10% of people die" perceive their risk to be much greater.

So when you’re faced with a decision, frame the issue differently. Take a minute to think about whether the slight change in wording affects how you view the problem.

Stop Thinking About the Problem

Great decisions require careful thinking, but sometimes knowing when to take a break can help clarify your choices.

When you’re faced with a tough choice, like whether to move to a new city or change careers, you might spend a lot of time thinking about the pros and cons or the potential risks and rewards.

While science shows there is plenty of value in thinking about your options, overthinking your choices can be a problem. Weighing the pros and cons for too long may increase your stress level to the point that you struggle to decide.

Studies show there’s a lot of value in letting an idea "incubate." Non-conscious thinking is surprisingly astute. So consider sleeping on a problem.

Or get yourself involved in an activity that takes your mind off a problem. Let your brain work through things in the background, and you’re likely to develop clear answers.

Set Aside Time to Reflect on Your Mistakes

Making great decisions often requires reflecting on where things went wrong in the past. Whether you left the house without an umbrella and got drenched on the way to work, or you blew your budget because you couldn’t resist an impulse purchase, set aside time to reflect on your mistakes.

Make it a daily habit to review the choices you make throughout the day. Ask yourself what went wrong when your decisions don’t turn out well. Look for the lessons that can be gained from each mistake you make.

Just make sure you don’t dwell on your mistakes for too long. Rehashing your missteps over and over again isn’t good for your mental health .

Keep your reflection time limited—perhaps 10 minutes per day is enough to help you think about what you can do better tomorrow. Then take the information you've gained and commit to making better decisions moving forward.

Acknowledge Your Shortcuts

Although it can be a bit uncomfortable to admit, you're biased in some ways. It's impossible to be completely objective.

Your mind has created mental shortcuts—referred to as heuristics —that help you make decisions faster. And while these mental shortcuts keep you from toiling for hours over every little choice you make, they can also steer you wrong.

The availability heuristic , for example, involves basing decisions on examples and information that immediately springs to mind. So if you watch frequent news stories that feature house fires, you’re likely to overestimate the risk of experiencing a house fire.

Or if you’ve recently consumed a lot of news about plane crashes, you may think your chances of dying in a plane crash are higher than in a car crash (even though statistics show otherwise).

Make it a daily habit to consider the mental shortcuts that lead to bad decisions . Acknowledge the incorrect assumptions you may make about people or events, and you may be able to become a little more objective.

Consider the Opposite

Once you’ve decided something is true, you’re likely to cling to that belief. It’s a psychological principle known as belief perseverance.

It takes more compelling evidence to change a belief than it did to create it, and there’s a good chance you’ve developed some beliefs that don’t serve you well.

For example, you might assume you’re a bad public speaker, so you avoid speaking up in meetings. Or you might believe you are bad at relationships, so you stop going on dates.

You’ve also developed beliefs about certain groups of people. Perhaps you believe, "People who work out a lot are narcissists ," or "Rich people are evil."

Those beliefs you assume are always true or 100% accurate can lead you astray. The best way to challenge your beliefs is to argue the opposite.

If you’re convinced you shouldn’t speak up in a meeting, argue all the reasons why you should. Or if you’re convinced rich people are bad, list reasons why wealthy people may be kind or helpful.

Considering the opposite will help breakdown unhelpful beliefs so you can look at situations in another light and decide to act differently.

Label Your Emotions

People are often more inclined to say things like, "I have butterflies in my stomach," or "I had a lump in my throat," rather than use feeling words, like sad or nervous, to describe their emotional state.

Many adults just aren't comfortable talking about their feelings. However, labeling your emotions can be the key to making better decisions. Research has shown that giving your emotions a name can help reduce their intensity, making them less likely to negatively impact your choices.

Your feelings play a huge role in the choices you make. Studies consistently show anxiety makes people play it safe. And anxiety spills over from one area of someone’s life to another.

So if you’re nervous about the mortgage application you just filed, you might be less likely to ask someone out on a date because you'll think it sounds too risky.

Excitement, on the other hand, can make you overestimate your chances of success. Even if there’s only a small likelihood you'll succeed, you might be willing to take a big risk if you're excited about the potential payoffs (this is often the case with gambling).

Make it a daily habit to label your feelings. Note whether you're feeling sad, angry, embarrassed, anxious, or disappointed. Then take a minute to consider how those emotions may be influencing your decisions.

Talk to Yourself Like a Trusted Friend

When faced with a tough choice, ask yourself, "What would I say to a friend who had this problem?" You’ll likely find the answer comes to you more readily when you’re imagining yourself offering wisdom to someone else.

Talking to yourself like a trusted friend takes some of the emotion out of the equation. It will help you gain some distance from the decision and will give you an opportunity to be a little more objective.

It will also help you to be a little kinder to yourself. While you may be likely to say negative things to yourself like, "This will never work. You can’t do anything right," there’s a good chance you wouldn’t say that to your friend. Perhaps you’d say something more like, "You’ve got this. I know you can do it," if you were talking to a friend.

Developing a kinder inner dialogue takes practice. But when you make self-compassion a daily habit, your decision-making skills will improve.

Keep in Mind

Great decision-making is a complex skill. It takes good critical thinking skills, the ability to evaluate your own biases, and the willingness to seek out the information that will help you make the right choice.

While some decisions will be much more difficult than others, taking steps to support good decision-making can make these choices a little easier. Be wary of overconfidence, understand the risks, reframe the problem, and acknowledge your biases. Make sure you give yourself time to reflect, both on your current choices and past mistakes, and finally, make sure that you're being kind to yourself as you grapple with these choices.

Lowenstein EJ. Patient safety and the mother of all biases: Overconfidence . Int J Womens Dermatol . 2019;6(2):127-128. doi:10.1016/j.ijwd.2019.09.005

Feld J, Sauermann J, Grip AD. Estimating the relationship between skill and overconfidence . Journal of Behavioral and Experimental Economics . 2017;68:18-24. doi:10.1016/j.socec.2017.03.002

De Keyser HH, Ramsey R, Federico MJ. They just don't take their medicines: Reframing medication adherence in asthma from frustration to opportunity . Pediatr Pulmonol . 2020;55(3):818-825. doi:10.1002/ppul.24643

Gong J, Zhang Y, Feng J, Huang Y, Wei Y, Zhang W. Influence of framing on medical decision making . EXCLI J . 2013;12:20-29. Published 2013 Jan 18.

Gilhooly KJ. Incubation and intuition in creative problem solving . Front Psychol . 2016;7:1076. doi:10.3389/fpsyg.2016.01076

Ehring T. Thinking too much: Rumination and psychopathology . World Psychiatry . 2021;20(3):441-442. doi:10.1002/wps.20910

Levy-Gigi E, Shamay-Tsoory S. Affect labeling: The role of timing and intensity . PLoS One . 2022;17(12):e0279303. doi:10.1371/journal.pone.0279303

Lerner JS, Li Y, Valdesolo P, Kassam KS. Emotion and decision making. Annu Rev Psychol . 2015;66:799-823. doi:10.1146/annurev-psych-010213-115043

Lemire F. Self-compassion . Can Fam Physician . 2018;64(12):938.

By Amy Morin, LCSW Amy Morin, LCSW, is a psychotherapist and international bestselling author. Her books, including "13 Things Mentally Strong People Don't Do," have been translated into more than 40 languages. Her TEDx talk, "The Secret of Becoming Mentally Strong," is one of the most viewed talks of all time.

Chapter 16: Small Groups & Decision Making

Learning objectives.

Discuss the various perspectives on how and why people become leaders.
Compare and contrast various leadership styles.
Discuss the types of power a leader may use.
Identify and discuss task-related group roles and behaviors; maintenance group roles and behaviors; and negative group roles and behaviors.
Discuss the common components and characteristics of problems.
Explain the five steps of the group problem-solving process.
Describe the brainstorming and discussion that should take place before the group makes a decision.
Compare and contrast the different decision-making techniques.
Discuss the various influences on decision making.
Achievement-Oriented Leaders
Coercive Power
Consensus Rule
Designated Leaders
Directive Leaders
Emergent Leaders
Expert Power
Information Power
Information Provider
Information Seeker
Interpreter
Legitimate Power
Majority Rule
Minority Rule
Nominal Group Technique
Participative Leaders
Problem Question
Problem Statement
Referent Power
Reward Power
Self-Centered Roles
Supportive Leaders
Tension Releaser
Unproductive Roles

strive for excellence and set challenging goals, constantly seeking improvement and exhibiting confidence that group members can meet their high expectations

comes from the ability of a group member to provide a negative incentive

a decision-making technique in which all members of the group must agree on the same decision

officially recognized in their leadership role and may be appointed or elected by people inside or outside the group

provide psychological structure for their group members by clearly communicating expectations, keeping a schedule and agenda, providing specific guidance as group members work toward the completion of their task, and taking the lead on setting and communicating group rules and procedures

gain status and respect through engagement with the group and its task and are turned to by others as a resource when leadership is needed

a task-related role that functions to keep the group on track toward completing its task by managing the agenda and setting and assessing goals in order to monitor the group’s progress

comes from knowledge, skill, or expertise that a group member possesses and other group members do not

manages the flow of conversation in a group in order to achieve an appropriate balance so that all group members get to participate in a meaningful way

group role played by members who help manage the various types of group conflict that emerge during group communication

comes from a person’s ability to access information that comes through informal channels and well-established social and professional networks

group role including behaviors that are more evenly shared than in other roles, as ideally, all group members present new ideas, initiate discussions of new topics, and contribute their own relevant knowledge and experiences

asks for more information, elaboration, or clarification on items relevant to the group’s task

helps manage the diversity within a group by mediating intercultural conflict, articulating common ground between different people, and generally creating a climate where difference is seen as an opportunity rather than as something to be feared

a group role that is associated with a high-status position and may be formally or informally recognized by group members

a complex of beliefs, communication patterns, and behaviors that influence the functioning of a group and move a group toward the completion of its task

power that flows from the officially recognized position, status, or title of a group member

a commonly used decision-making technique in which a majority (one-half plus one) must agree before a decision is made

a decision-making technique in which a designated authority or expert has final say over a decision and may or may not consider the input of other group members

guides decision making through a four-step process that includes idea generation and evaluation and seeks to elicit equal contributions from all group members

work to include group members in the decision-making process by soliciting and considering their opinions and suggestions

a question that guides the group as it generates possible solutions

a single sentence that summarizes the problem a group is trying to solve

takes notes on the discussion and activities that occur during a group meeting

comes from the attractiveness, likeability, and charisma of the group member

comes from the ability of a group member to provide a positive incentive as a compliance-gaining strategy

group role behaviors that divert attention from the task to the group member exhibiting the behavior

group role characterized by communication behaviors that encourage other group members and provide emotional support as needed

show concern for their followers’ needs and emotions. They want to support group members’ welfare through a positive and friendly group climate

someone who is naturally funny and sensitive to the personalities of the group and the dynamics of any given situation and who uses these qualities to manage the frustration level of the group

group role behaviors that prevent or make it more difficult for the group to make progress

Introduction to Speech Communication Copyright © 2021 by Individual authors retain copyright of their work. is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License , except where otherwise noted.

Share This Book

Business Essentials
Leadership & Management
Credential of Leadership, Impact, and Management in Business (CLIMB)
Entrepreneurship & Innovation
Digital Transformation
Finance & Accounting
Business in Society
For Organizations
Support Portal
Media Coverage
Founding Donors
Leadership Team

Harvard Business School →
HBS Online →
Business Insights →

Business Insights

Harvard Business School Online's Business Insights Blog provides the career insights you need to achieve your goals and gain confidence in your business skills.

Career Development
Communication
Decision-Making
Earning Your MBA
Negotiation
News & Events
Productivity
Staff Spotlight
Student Profiles
Work-Life Balance
AI Essentials for Business
Alternative Investments
Business Analytics
Business Strategy
Business and Climate Change
Creating Brand Value
Design Thinking and Innovation
Digital Marketing Strategy
Disruptive Strategy
Economics for Managers
Entrepreneurship Essentials
Financial Accounting
Global Business
Launching Tech Ventures
Leadership Principles
Leadership, Ethics, and Corporate Accountability
Leading Change and Organizational Renewal
Leading with Finance
Management Essentials
Negotiation Mastery
Organizational Leadership
Power and Influence for Positive Impact
Strategy Execution
Sustainable Business Strategy
Sustainable Investing
Winning with Digital Platforms

The Advantages of Data-Driven Decision-Making

26 Aug 2019

Society has imbued the concept of “intuition”—of simply knowing when something is right or wrong—with a tremendous amount of prestige, importance, and influence.

In fact, according to some studies, more than half of Americans rely on their “gut” in order to decide what to believe, even when they are confronted with evidence that speaks to the contrary.

The concept of intuition has become so romanticized in modern life that it's now a part of how many people talk about and understand the “geniuses” of our generation. In science, for example, Albert Einstein is often quoted as saying, “The intuitive mind is a sacred gift," and in business, Steve Jobs is quoted as saying, “Have the courage to follow your heart and intuition; they somehow already know what you want to become.”

Though intuition can be a helpful tool , it would be a mistake to base all decisions around a mere gut feeling.

While intuition can provide a hunch or spark that starts you down a particular path, it's through data that you verify, understand, and quantify. According to a survey of more than 1,000 senior executives conducted by PwC, highly data-driven organizations are three times more likely to report significant improvements in decision-making compared to those who rely less on data.

Are you interested in learning how data-driven decision-making can enable you to be a more effective entrepreneur or member of your organization? Below is information about the benefits of becoming more data-driven, as well as a number of steps you can take to become more analytical in your processes.

Access your free e-book today.

What Is Data-Driven Decision-Making?

Data-driven decision-making (sometimes abbreviated as DDDM) is the process of using data to inform your decision-making process and validate a course of action before committing to it.

In business, this is seen in many forms. For example, a company might:

Collect survey responses to identify products, services, and features their customers would like
Conduct user testing to observe how customers are inclined to use their product or services and to identify potential issues that should be resolved prior to a full release
Launch a new product or service in a test market in order to test the waters and understand how a product might perform in the market
Analyze shifts in demographic data to determine business opportunities or threats

How exactly data can be incorporated into the decision-making process will depend on a number of factors, such as your business goals and the types and quality of data you have access to.

The collection and analysis of data have long played an important role in enterprise-level corporations and organizations. But as humanity generates more than 2.5 quintillion bytes of data each day, it's never been easier for businesses of all sizes to collect, analyze, and interpret data into real, actionable insights. Though data-driven decision-making has existed in business in one form or another for centuries, it’s a truly modern phenomenon.

Examples of Data-Driven Decision-Making

Today’s largest and most successful organizations use data to their advantage when making high-impact business decisions. To better understand how your organization can incorporate data analytics into its decision-making process, consider the success stories of these well-known businesses.

1. Leadership Development at Google

Google maintains a heavy focus on what it refers to as “people analytics.” As part of one of its well-known people analytics initiatives, Project Oxygen, Google mined data from more than 10,000 performance reviews and compared the data with employee retention rates. Google used the information to identify common behaviors of high-performing managers and created training programs to develop these competencies. These efforts boosted median favorability scores for managers from 83 percent to 88 percent .

2. Real Estate Decisions at Starbucks

After hundreds of Starbucks locations were closed in 2008, then-CEO Howard Schultz promised that the company would take a more analytical approach to identifying future store locations.

Starbucks now partners with a location-analytics company to pinpoint ideal store locations using data like demographics and traffic patterns. The organization also considers input from its regional teams before making decisions. Starbucks uses this data to determine the likelihood of success for a particular location before taking on a new investment.

3. Driving Sales at Amazon

Amazon uses data to decide which products they should recommend to customers based on their prior purchases and patterns in search behavior. Rather than blindly suggesting a product, Amazon uses data analytics and machine learning to drive its recommendation engine. McKinsey estimated that, in 2017, 35 percent of Amazon’s consumer purchases could be tied back to the company’s recommendation system.

Benefits of Data-Driven Decision-Making

1. you’ll make more confident decisions.

Once you begin collecting and analyzing data, you’re likely to find that it’s easier to reach a confident decision about virtually any business challenge, whether you’re deciding to launch or discontinue a product, adjust your marketing message , branch into a new market, or something else entirely.

Data performs multiple roles. On the one hand, it serves to benchmark what currently exists, which allows you to better understand the impact that any decision you make will have on your business.

Beyond this, data is logical and concrete in a way that gut instinct and intuition simply aren’t. By removing the subjective elements from your business decisions, you can instill confidence in yourself and your company as a whole. This confidence allows your organization to commit fully to a particular vision or strategy without being overly concerned that the wrong decision has been made.

Just because a decision is based on data doesn’t mean it will always be correct. While the data might show a particular pattern or suggest a certain outcome, if the data collection process or interpretation is flawed, then any decision based on the data would be inaccurate. This is why the impact of every business decision should be regularly measured and monitored.

Related: 3 Examples of Business Analytics in Action

2. You’ll Become More Proactive

When you first implement a data-driven decision-making process, it’s likely to be reactionary in nature. The data tells a story, which you and your organization must then react to.

While this is valuable in its own right, it’s not the only role that data and analysis can play within your business. Given enough practice and the right types and quantities of data, it’s possible to leverage it in a more proactive way—for example, by identifying business opportunities before your competition does, or by detecting threats before they grow too serious.

3. You Can Realize Cost Savings

There are many reasons a business might choose to invest in a big data initiative and aim to become more data-driven in its processes. According to a recent survey of Fortune 1,000 executives conducted by NewVantage Partners for the Harvard Business Review , these initiatives vary in their rates of success.

One of the most impactful initiatives, according to the survey, is using data to decrease expenses. Of the organizations which began projects designed to decrease expenses, more than 49 percent have seen value from their projects. Other initiatives have shown more mixed results.

“Big data is already being used to improve operational efficiency,” said Randy Bean, CEO and managing partner of consultancy firm NewVantage Partners, when announcing the results of the survey. “And the ability to make informed decisions based on the very latest up-to-the-moment information is rapidly becoming the mainstream norm.”

How to Become More Data-Driven

If you have a goal of becoming more data-driven in your approach to business, there are many steps you can take to reach that goal. Here's a look at some of the ways you can approach your daily tasks with an analytical mindset.

1. Look for Patterns Everywhere

Data analysis is, at its heart, an attempt to find a pattern within, or correlation between, different data points. It’s from these patterns and correlations that insights and conclusions can be drawn.

The first step in becoming more data-driven is making a conscious decision to be more analytical —both in business as well as in your personal life. While this might seem simple, it’s something that takes practice.

Whether you’re in the office pouring over financial statements , standing in line at the grocery store, or commuting on the train, look for patterns in the data around you. Once you have noticed those patterns, practice extrapolating insights and try to draw conclusions as to why they exist. This simple exercise can help you train yourself to become more data-driven in other areas of your life.

2. Tie Every Decision Back to the Data

Whenever you’re presented with a decision, whether business-related or personal in nature, do your best to avoid relying on gut instinct or past behavior when determining a course of action. Instead, make a conscious effort to apply an analytical mindset.

Identify what data you have available that can be used to inform your decision. If no data exists, consider ways in which you could collect it on your own. Once you have the data, analyze it, and use any insights to help you make your decision. As with the pattern-spotting exercise, the idea is to give yourself enough practice that analysis becomes a natural part of your decision-making process .

3. Visualize the Meaning Behind the Data

Data visualization is a huge part of the data analysis process. It’s nearly impossible to derive meaning from a table of numbers. By creating engaging visuals in the form of charts and graphs, you’ll be able to quickly identify trends and make conclusions about the data.

Familiarize yourself with popular data visualization techniques and tools , and practice creating visualizations with any form of data you have readily available. This can be as simple as creating a graph to visualize your monthly spending habits and drawing conclusions from the visualization. You can then use these insights to make a personal budget for the next month. After completing that exercise, you’ll have successfully made a data-driven decision.

4. Consider Furthering Your Education

If you’re uncomfortable with the idea of learning how to incorporate data into your decision-making process on your own, there are a number of educational options you can pursue to develop the data science skills needed to succeed.

Which option makes the most sense will depend on your personal and professional goals. For example, individuals considering a serious career change might decide to pursue a master’s degree with an emphasis on data analytics or data science. But for everyone else, simply taking an online business analytics or data science course could be enough to lay the foundation necessary for success.

A Beginner's Guide to Data and Analytics | Access Your Free E-Book | Download Now

Using Data to Answer Critical Questions

While there are many benefits to data-driven decision-making, it’s important to note that you don’t need to take an all-or-nothing approach to get there. By starting small, benchmarking your performance, documenting everything, and adjusting as you go, you can become more data-driven and thrive at your organization.

Do you want to learn more about how to use data to inform business decisions at your organization? Download our Beginner’s Guide to Data & Analytics to learn how you can leverage the power of data for professional and organizational success. This post was updated on February 19, 2021. It was originally published on August 26, 2019.

About the Author

Taking The Right Decision – A Motivational Speech

Published by abmotivational on 22 august 2020 22 august 2020.

Taking the right decision in life is perhaps the most important skill. Friends, today I have brought a speech on the topic “Motivational Speech On Taking The Right Decision”. I hope you will enjoy it and also make the most of it.

This is very true. People sometimes miss the right decision. Friends, your life depends on taking the right decisions. How you make decisions in your life is what determines your success .

Your One Right Decision Can Make You Successful:

More important than decision-making skills in any person is to have clarity in him. If you want to cross a road, your visual sensation is in the right place and you are able to see where the road is full of crowd, then you will very easily get to your way making your way without bumping into anyone.

But if your visual sense is not in the right place just believe, then you will keep hitting on everyone on the road. So, make clarity in your decisions.

We all have difficulties in our lives. If you are weakened by these difficulties then you will not be able to find a way out of that difficulty.

When troubles arise, some people start blaming others and at the same time, some people start learning from it. You have to make these choices whether you blame the troubles or try to learn something from the troubles.

Power Of Taking The Right Decision:

Conclusion:

How To Be Successful In Life: 4 – Simple Ways To Follow
How To Fulfill Your Dreams In Life: By Three – Things

Motivational-speech, value of life | motivational speech on value of life.

Life is so beautiful that God has given us. What is the value of life? It has no value, it is priceless. There may be ups and downs in your life, there may be difficulties. Read more…

What Is Love?: What Should Love Mean To Someone?

You all must have heard about love and may have also experienced it. But the definition of love can be different for everyone. And the experience of it can also be different for everyone. So Read more…

Online Education In India: Future Of Online Education

Will online education continue in the times to come? Can Online Education Replace Classrooms? Will online education continue even after Covid-19? We will try to know the answers to many such questions in today’s talk. Read more…

Breadcrumbs Section. Click here to navigate to respective pages.

Speech and Language Therapy

DOI link for Speech and Language Therapy

Get Citation

Now in its second edition, Speech and Language Therapy: the decision-making process when working with children reveals how recent research and changes in health and education services have affected the decision-making process in the assessment and management of children with speech and language problems.

With individual chapters written by experts in their field, this book:

Illustrates how the decisions made by practitioners may vary within different work settings
Shows how these decisions may need to be adapted when working with specific client groups
Explores how such decisions are part of effective evidence-based practice
Offers an overview of the skills required by the developing professional
Provides insight into working as a newly qualified therapist in the current job market.

Rigorously underpinned with current research and revised legislation, this is an important textbook for speech and language therapy students, potential students and specialist teachers in training. Speech and Language Therapy: the decision-making process when working with children will also be relevant to newly qualified therapists, therapists returning to the profession, specialist teachers and Special Educational Needs Coordinators.

Chapter | 1 pages, introduction, part | 33 pages, learning how to be a professional, chapter | 11 pages, the decision-making process in speech and language therapy, chapter | 12 pages, developing as a speech and language therapist, chapter | 8 pages, the first job, part | 41 pages, management in different settings, managing pre-school children in community settings, chapter | 10 pages, the roles of speech and language therapists working in community clinics, child development centres and hospitals, working with children with speech, language and communication needs in school settings, managing children individually or in groups, part | 18 pages, working with others, working with parents, working with other practitioners, part | 121 pages, assessing and managing children with communication problems, working with children with specific speech impairment, children with autism spectrum disorders, chapter | 9 pages, working with children with language delay and specific language impairment, working with deaf children, multicultural issues in assessment and management, children with communication problems and additional emotional/behavioural problems, working with children with written language difficulties, cleft palate and velopharyngeal anomalies, children who stammer, children with severe learning disabilities, children with acquired speech and language problems, augmentative and alternative communication, children with feeding difficulties.

Privacy Policy
Terms & Conditions
Cookie Policy
Taylor & Francis Online
Taylor & Francis Group
Students/Researchers
Librarians/Institutions

Connect with us

Clinical Decision-making in Speech-Language Pathology Graduate Students: Quantitative Findings

Carol C. Dudding, PhD, CHSE, CCC-SLP, Danika Pfeiffer, MA, CCC-SLP

Professional Issues

Reprinted with permission from:

Dudding, Carol C. and Pfeiffer, Danika L. (2018) "Clinical Decision-making in Speech-Language Pathology Graduate Students: Quantitative Findings," Teaching and Learning in Communication Sciences & Disorders: Vol. 2: Iss.1, Article 2.

Clinical decision-making, a product of critical thinking, is defined as a “contextual, continuous, and evolving process,” where data are “gathered, interpreted, and evaluated” in order to make an evidence-based decision (Tiffen, Corbridge, & Slimmer, 2014, p. 401). Practicing clinicians are continually engaged in the decision-making process as they perform differential diagnosis and provide treatment to persons with communication disorders. Indeed, clinicians’ decision-making skills are the foundation for the development and implementation of high quality clinical care (American Speech-Language-Hearing Association [ASHA], 2005).

Although the assumption has been that degree-seeking students will develop clinical decision-making abilities on their own, through coursework and clinical experiences, (Arum & Roksa, 2010; Crebbin, Beasley, & Watters, 2013), research suggests more explicit instruction is needed for novice clinicians to develop these skills (Ginsberg, Friberg & Visconti, 2016). While 99% of faculty endorse teaching critical thinking as an important goal of university education, a survey of public and private colleges and universities found that as few as 9% of instructors felt they taught critical thinking on a regular basis (Abrami, et al., 2015; DeAngelo, 2009). In response, Finn (2011) suggested requiring the critical thinking to be taught in professional training programs, declaring it a core skills of 21 st century education. As Abrambi et al. explained, students are more likely to learn how to think critically when they are taught the skills directly.

Literature Review

Experts and novices: knowing more, knowing differently.

Research has long identified differences in clinical-decision making between experts and novices (Coderre, Mandin, Harasym, & Fick, 2003; Crebbin, et al., 2013; Ginsberg, et al., 2016; Norman, 2005; Tschikota, 1993). Evans and Gadd (1989) asserted that experts in a given field of study not only know more in a given situation, but they also know differently; having internalized strategies to manage and evaluate information. Novices, on the other hand, require more exposure and explicit training to master thinking and action strategies. Tschikota (1993) published a clinical decision-making study of 19 nursing students. The findings showed that these novices, senior diploma nursing students, assigned equal importance to all pieces of data and made decisions based on factual information rather than hypotheses. Tschikota found, due to limited experience, novice nurses in the study processed information serially and in small amounts, relying on theories instead of schemas or patterns to help them select and use data in making decisions.

Another recognizable difference between a novice and an expert is the faster speed and greater fluidity of thinking; a result of pattern recognition that draws on previously stored schematic representations. Experts use these patterns to make clinical decisions, eliminating the need to analyze each step and component as novices often do (Coderre, et al., 2003; Crebbin, et al., 2013). Further, advanced decision-making processes allow clinicians to work more efficiently in fast-paced clinical environments (Crebbin, et al., 2013).

In the field of speech-language pathology, studies of novice clinicians suggest similar trends. Hill, Davidson, and Theodoros (2012) found that novice speech-language pathology students demonstrated reflective skills focused on the process and content of clinical experiences; few students showed characteristics of deeper, more critical reflectors, such as considering the patient perspective and noting changes in their own perspectives. Ginsberg and colleagues (2016) employed a qualitative methodology to explore the thought processes of 15 SLPs with at least five years of experience and 15 novice speech-language pathology graduate students. The aim of the study was to identify the thinking strategies, or heuristics, used in diagnostic reasoning between these two groups. The results showed that experienced clinicians were more likely to engage in higher-order planning of specific assessment hierarchies, develop contingency plans for the assessment process, and make connections between the assessment process and treatment planning. These processes show that the experienced clinicians in the study were able to prepare for evaluations more efficiently and foresee how the evaluations would impact future treatment goals. The experienced clinicians engaged in the diagnostic process more holistically, using past experiences to prepare and implement the evaluation process. According to Ginsberg and colleagues, modeling connections between assessment data and implications for treatment is crucial to the development of diagnostic reasoning skills. With this insight, training programs can begin to implement intentional teaching practices that will foster development of prototypes and schemas for graduate students.

A Continuum of Development

In medical literature, the highest outcome of refined critical thinking, having the ability to make clinical decisions, is often described as a continuum (Arocha & Patel, 1995; Banning, 2008; Crebbin, et al., 2013). At one end of the continuum, novice clinicians rely most heavily on a slow, analytical and deductive approach for making decisions because of their lack of experience. At the other end, experienced clinicians have the ability to recognize similarities and familiar patterns in a fast and frugal process, requiring little mental energy and less time (Crebbin, et al., 2013). Furze and colleagues (2005) described a gradual developmental process of clinical reasoning among students. Physical therapy students with beginner level clinical reasoning skills demonstrated a focus on self, compartmentalized thinking, and limited acceptance of responsibility. At this early stage in development, students viewed each piece of information about a patient as being disconnected from other pieces making it difficult to select and synthesize important data. Over time, students in the Furze et al. study began to incorporate information from the patient into their clinical reasoning. In their last semester of study, they demonstrated dynamic patient interaction and integrated situational awareness. At this stage, the students began relating to the patient’s background, integrating patient information into care plans, and modifying their interventions around the patient’s needs. Furze et al. found students in this advanced stage of the development process were flexible and able to change directions during evaluations based on interactions with patients, suggesting a higher level of clinical decision-making abilities. Students at this stage of training began to see the client and his plan of care more holistically, moving away from their initial view of clients as segmented parts and pieces. Similar patterns of development have been identified by researchers in the fields of medicine and nursing (Arocha & Patel, 1995; Banning, 2008).

These findings have implications for teaching clinical decision-making skills to novice clinicians. Research literature suggested that exposure to knowledge, skills and strategies is not sufficient for the development of clinical decision-making (Crebbin, et al., 2013; Norman, 2005). It requires a variety of clinical experiences and “the opportunity for deliberate practice with multiple examples and feedback, to facilitate effective transfer of basic concepts” (Norman, 2015, p. 425). This suggests the necessity of hands-on clinical experiences to foster the development of students’ clinical decision-making skills.

Purpose of the Study

Based on the previously discussed research, students in health professions demonstrate differences in clinical decision-making as compared to experts (Crebbin, et al., 2013; Ginsberg, et al., 2016). These skills appear to develop over time (Arocha & Patel, 1995; Banning, 2008; Crebbin, et al., 2013; Furze, et al., 2015). It is proposed that these changes occur as a result of hands-on clinical experiences (Crebbin, et al., 2013; Norman, 2005). Yet some researchers contend that the development of clinical decision-making skills requires direct instruction in critical thinking (Abrami, et al., 2011; Finn, 2011).

The current study serves as an exploratory examination of the types of changes in clinical decision-making specific to (a) formulation of hypothesis, (b) selection of appropriate evaluation instruments, (c) diagnosis, and (d) recommendations for therapy that occurred in a group of graduate speech-language pathology students, enrolled in academic and clinical coursework and practica, without direct instruction in critical thinking. Results will serve to guide future research in students’ development of clinical decision-making skills in graduate speech-language pathology programs.

This study examines the following research questions:

Do speech-language pathology graduate students demonstrate changes in diagnostic clinical decision–making as they gain clinical experiences?
If so, which specific diagnostic clinical decision-making skills evidence change?

It was hypothesized that clinical decision-making skills would change over the course of study as a result of didactic academic coursework and supervised clinical practica experiences; without direct instruction in critical thinking. It was expected that students would require less time to complete case studies. It was further hypothesized that students would demonstrate changes in clinical decision-making across the four diagnostic skills examined.

Participants

Recruitment of participants was conducted with approval of the Internal Review Board (IRB) at James Madison University (JMU). Participants were recruited from a convenience sample consisting of 22 first year students enrolled in a five-semester speech-language pathology graduate program at JMU; the program is accredited by the American Speech-Language-Hearing Association (ASHA). A total of 11 students (50%) participated in this study following submission of informed consent. Participation was voluntary. Participants had the opportunity to win a gift card in the amount of $25 for completion of each case, but no other compensation was offered. In accordance with the JMU IRB protocol, the researcher was not permitted to recruit students. A research assistant, a peer of the participants, conducted recruitment activities, which may have been a factor in the limited participation. Additionally, it is suspected that the commitment to participate over three semesters may have limited participation.

While 11 participants started the study, only eight participants (73%) completed both the survey and case study portions of the study at all three stages and were included in data analysis. Of the three participants who did not complete the study, one completed only the initial case and survey and two additional participants failed to complete the final case and/or survey.

Because of a lack in male enrollment, all eight participants were female; a representative demographic of the communication sciences and disorders field. At the initial time of the study, participants completed 27 credit hours of graduate level coursework with grade point averages (GPAs) ranging from 3.30 to 3.94 on a four-point scale (M = 3.66, SD = .19). Directly related to the study, students had completed three graduate courses (nine credit hours) in child language disorders, child phonological disorders and phonetics. At the start of the study, the total number of clinical hours completed by the participants in the university clinic ranged from zero to 61 (M = 45, SD = 20.5), and the number of child assessment hours ranged from zero to 30 (M = 13, SD = 9.9).

Measures

Case Simulations. Participants were required to complete a total of three web-based pediatric case simulations created for this study. One simulated case was of a child with an articulation disorder, one with a phonological disorder, and the other with typical speech and language. The web-based case simulations were developed, housed and accessed by participants through DecisionSim, a hosted, secure software service that allows for the creation of multi-media simulations. Each student participating in this study was assigned a unique username and password to the DecisionSim website. Once logged into the case simulation, students were given a comprehensive case history of a patient: the reason for referral, background information, a video example of connected speech, and test results. DecisionSim recorded the number of steps and time in seconds required to complete each case.

Participants were then asked to provide text-based input on a series of questions related to the simulation. The prompts were as follows:

Identify the three most important pieces of information (free response).
Identify initial impressions (free response).
Select tests to administer to the patient (multiple choice).
Select a diagnosis (multiple choice).
Make recommendation for treatment (yes, no).
Determine referrals needed (multiple choice).
Create treatment goals (free response).

These prompts were identified from requisite knowledge and skills in the area of evaluation as outlined in Standard V-B of ASHA’s 2014 Standards for Certificate of Clinical Competence in Speech-Language Pathology (Council for Clinical Certification in Audiology and Speech-Language Pathology of the American Speech-Language-Hearing Association, 2013).

The case simulations were parallel in complexity and structure. All three cases were built employing identical branching and node structures. That is, all cases presented information and prompts in identical manner. A post hoc analysis of overall student accuracy and seconds per step to complete cases suggested equivalency of cases (M = 42, SD = 7.22, M = 153, SD = 31; respectively). To determine accuracy of responses, five clinical educators with at least five years of clinical experience, completed each of the cases online and provided answers to each prompt. A research assistant compiled the responses. The researcher and clinical educators met as a group to discuss each set of responses. Correct responses for each of the cases were determined by group-consensus method; that is all clinical educators were in agreement in order for a response to be deemed correct.

Online Survey. The students who participated in this study were also required to complete an online survey providing the following information: their academic status (GPA), number of completed direct clinical hours, coursework completed, and confidence levels in their knowledge and skills in the area of assessment outlined in ASHA’s 2014 Standards for Certificate in Speech-Language Clinical Competence in Speech-Language Pathology. The survey required a four-point Likert scale response indicating level of confidence (i.e., self-efficacy) in each of the 21 clinical skills presented. Participants completed the survey at the initiation of each case simulation, for a total of three times. The purpose of the online survey was to probe for factors that might account for changes in clinical decision-making.

Research Design

Participants completed two measures (case simulation and online survey) at three stages in their five-semester graduate program. The first stage occurred after completion of the first semester of coursework, which included graduate level courses in phonological disorders, child language disorders, and the diagnostic process. The students had also completed their first clinical assignment in the university clinic with an average of 45 clinical hours (SD = 20.5). The second set of data was obtained after the completion of three semesters of graduate study. At this point in the program, students had completed 79% of coursework and three practica at the university clinic. At this stage, participants reported a mean GPA of 3.60 (SD =.18) and ranged in clinical hours from 54 to 171 (M = 114, SD = 38). The third set of data was completed after the fourth semester of graduate coursework; this stage followed completion of all coursework, as well as, an off-campus clinical practica (three or four days per week). At this time, students reported an average GPA of 3.70 (SD =.14) and ranged from 115 to 356 clinical hours (M = 273, SD = 74.60). This time frame was determined to be the final data point because the researchers were concerned that students, enrolled full-time in off-campus placements, distanced from the program and close to graduation would not elect to participate in the final phase of this project if it were extended to the end of the final semester.

The order of case simulation completion (i.e., a child with an articulation disorder, one with a phonological disorder, and the other with typical speech and language) was randomized across participants. Participants were instructed to complete the DecisionSim simulated case and online survey at a time and location convenient to them within a given two-week period.

Carol C. Dudding, PhD, CHSE , CCC-SLP

Carol is Director of SLP online graduate program and associate professor at James Madison University. She is a certified speech language pathologist and has earned a doctorate in Instructional Technology. Carol has published and presented internationally, nationally and locally on the topics of clinical education and supervision, telepractice, e-supervision and online learning. She is a certified Healthcare Simulation Educator (CHSE) and Distinguished Scholar and Fellow in the National Academies of Practice. She served on the CAPCSD Board of Directors from 2013-2017.

Danika Pfeiffer, MA , CCC-SLP

Danika L. Pfeiffer, MS CCC-SLP, is a doctoral candidate (ABD) at James Madison University and a preschool speech-language pathologist. Danika’s research interests include language and literacy development/disorders in preschool children, as well as interprofessional education and practice in schools. Danika has presented her work at the international, national and state levels. She is a member of ASHA SIGs 1 and 16. Her dissertation research focuses on the effects of an interprofessional emergent writing intervention for preschoolers.

Related Courses

20q: infection control strategies for slps, course: #9729 level: intermediate 1 hour, understanding mental health in older adults, course: #10246 level: introductory 1 hour, social work with adults: an overview for slps, course: #10003 level: introductory 1 hour, social work with children and teens: an overview for slps, course: #10004 level: introductory 1 hour, 20q: becoming a medical slp: from nicus to snfs and everything in between, course: #10005 level: intermediate 1 hour.

Our site uses cookies to improve your experience. By using our site, you agree to our Privacy Policy .

Watch CBS News

Kamala Harris details Biden's phone call about history-making decision to drop out of 2024 race

By Faris Tanyos

Updated on: August 30, 2024 / 9:21 AM EDT / CBS News

In her first interview since becoming the Democratic presidential nominee, Vice President Kamala Harris on Thursday shared that she learned President Biden was ending his reelection bid when he called her personally to inform her.

In her sit-down interview alongside her running mate, Minnesota Gov. Tim Walz, Harris told CNN's Dana Bash that on July 21 she received a phone call from Mr. Biden while she was with her family.

That same day Mr. Biden posted a letter to social media announcing his shocking decision to end his campaign.

"I'll give you a little too much information," Harris said. "My family was staying with us, including my baby nieces, and we had just had pancakes."

The family was "sitting down to do a puzzle, and the phone rang and it was Joe Biden, and he told me what he had decided to do," Harris said. "And I asked him, 'Are you sure?' And he said, 'yes.' And that's how I learned about it."

The vice president did not directly answer a question about whether Mr. Biden offered his endorsement over the phone, or if she specifically asked for it.

"He was very clear that he was going to support me," Harris said.

In his July 21 letter, Mr. Biden did not immediately endorse Harris, but instead did so in a separate social media post shortly after. It was with that endorsement that Harris was very quickly able to put together a coalition of support, in the process discouraging other potential candidates and halting any chance of an open Democratic primary.

Mr. Biden faced mounting pressure to drop out of the race from a growing chorus of political leaders within his own party in the weeks that followed his disastrous June 27 debate performance against former President Donald Trump. But Harris maintained unwavering public support for him, calling him "our nominee" and saying she was "proud to be Joe Biden's running mate."

When asked by Bash if she had regrets about how she defended Mr. Biden's capacity to serve another four years, she responded, "No, not at all."

Harris told CNN that while speaking with Mr. Biden by phone that day, her "first thought was about him, to be honest," not about her own candidacy.

"I think history is going to show a bunch of things about Joe Biden's presidency," she said. "I think history is going to show that in so many ways it was transformative."

Kamala Harris
2024 Elections

Faris Tanyos is a news editor for CBSNews.com, where he writes and edits stories and tracks breaking news. He previously worked as a digital news producer at several local news stations up and down the West Coast.

More from CBS News

How your paycheck would be impacted by the Trump and Harris tax plans

JD Vance says Kamala Harris "can go to hell" over Afghanistan withdrawal

RFK Jr. wants off the ballot in 10 states. Some battlegrounds are saying no

9/11 victims' families call on Harris and Trump to oppose U.S.-Saudi deal

IMAGES

Decision Making Speech
Essay about Decision Making Process Free Essay Example
The Importance of Decision Making for the Managers: [Essay Example
Decision Making and Problem Solving Free Essay Example
Student decision-making study Free Essay Example
Approaches to Decision Making

VIDEO

make a decision
Making Decisions and Opinions
Consistency for 90 Days Can Change Your Life
IOC President Speech at the United Nations' Sustainable Development Goals Summit
Fiery speech in parliament || Anurag Thakur's fiery speech in parliament
10 Most powerful quotes about decision making

COMMENTS

Every Decision Matters
Every decision matters! Every action you take has a consequence in your future. Don't just take this as another success quote to throw up on your wall - when you can truly grasp that EVERY action you take has an impact on your future, you can start making better decisions, more conscious decisions, start building momentum and soon you won ...
Talks about Decision-making
Those who are pure in heart are the building blocks of Zion. Steven C. Wheelwright teaches how decision making the Lord's way works. Agency, humility, gratitude, and faith are all key to the process. While genetics are important to understanding human development, our personalities come from the premortal life and are for us to discover.
Ideas about Decision-making
4 talks. The power of asking. These talks reveal that some things are more within your grasp than you may think, especially if you ask. 7 talks. Talks to watch when your company's reorganizing. Some advice and perspectives to keep in mind when your company's going through structural changes. See all playlists on Decision-making.
How we make choices
How we make choices. Talks on why some choices are so tough, and how we can make better ones. Some even ask: are we really in control of our choices at all? Watch now. Add to list.
Talks to watch when you have a big decision to make
Talks to watch when you have a big decision to make. For when you need to stop biting your nails and just pick a direction. ... 15:48. Sheena Iyengar. How to make choosing easier. 15 minutes 48 seconds. 05:57. Liv Boeree. 3 lessons on decision-making from a poker champion. 5 minutes 57 seconds. 14:27. Ruth Chang. How to make hard choices. 14 ...
Importance Of Decision Making
Importance of Decision Making. Decision-making is the process of selecting the best option among a number of choices. It is an important step in the process of planning. Your success depends on the decisions you have made in your professional and personal life. Whether it is for business or your own personal life, you will not be able to move ...
15 Decision Making Speeches
These decision making speeches offer scientific explanations for the process of making choices among humans. Featuring a number of well-known psychologists and behavioral economists like Dan Ariely and Daniel Goldstein, these speeches discuss research, specific studies and also offer tips for helping people make smarter decisions in the future.
Decisions Determine Destiny
I can't stress too strongly that decisions determine destiny. You can't make eternal decisions without eternal consequences. You are a glorious group, even a chosen generation, assembled both here in the Marriott Center at Brigham Young University and in many other locations. It is an honor for me to be with you, and I want you to know that ...
The Art of Making Decisions
Speech extract from "Do You Do It or Does It Do You?: How to Let the Universe Meditate You" by Alan Watts, courtesy of https://alanwatts.org Alan Wilson Watt...
30 Speeches on the Brain and Decisions
This collection of speeches on the brain and decisions features insights from some of the world's leading psychologists. These speeches discuss how a human makes a decision, the different factors playing a role in that process and how brands and marketers can tap into this information to benefit their companies.
Leadership and Decision-Making: Empowering Better Decisions
During the talk, Moore, Bazerman, and Malhotra discussed several proven strategies for prompting better leadership and decision-making in organizations, including creating a culture in which employees feel empowered to speak up when they see something wrong, finding ways to encourage leaders to be more open to accepting advice, and running ...
Decision Making In Groups
In fact, the top three skills listed include, 1) ability to work in a team structure, 2) ability to make decisions and solve problems, and 3) ability to communicate verbally with people inside and outside an organization. Even non-Communication majors need to develop effective group communication skills to succeed at work.
The Power of Emotions in Decision Making
Regulate your emotions. Emotions, especially at a high intensity, impact our ability to make rational decisions. Strong emotions can impair our judgment and make it challenging to think ...
How to Make Great Decisions, Quickly
The right people with the relevant expertise need to clearly articulate their views to help you broaden your perspective and make the best choice. Great decisions are made as close as possible to ...
How to Make Successful Decision
Decision-making can be regarded as a problem-solving activity yielding a solution deemed to be optimal, or at least satisfactory.Hope this video advice will ...
Decision Making—The Lord's Way
Scriptural Examples of Righteous Decision Making. The scriptures are filled with examples of wise men and women trusting in the Lord and following His process of decision making. Keeping in mind those three important components of a righteous spiritual attitude—humility, gratitude, and faith—let's take a closer look at some of those examples.
9 Habits That Make You a Better Decision Maker
Making those decisions quickly and feeling confident about your decision-making skills could save you a lot of time and hassle. You can become a better decision-maker in every area of your life by: Avoiding overconfidence. Understanding the risks. Reframing the problem. Taking breaks.
Chapter 16: Small Groups & Decision Making
Discuss the common components and characteristics of problems. Explain the five steps of the group problem-solving process. Describe the brainstorming and discussion that should take place before the group makes a decision. Compare and contrast the different decision-making techniques. Discuss the various influences on decision making.
The Advantages of Data-Driven Decision-Making
Today's largest and most successful organizations use data to their advantage when making high-impact business decisions. To better understand how your organization can incorporate data analytics into its decision-making process, consider the success stories of these well-known businesses. 1. Leadership Development at Google.
Taking The Right Decision
Published by abmotivational on 22 August 2020. Taking the right decision in life is perhaps the most important skill. Friends, today I have brought a speech on the topic "Motivational Speech On Taking The Right Decision". I hope you will enjoy it and also make the most of it. This is very true.
Speech and Language Therapy
Now in its second edition, Speech and Language Therapy: the decision-making process when working with children reveals how recent research and changes in health and education services have affected the decision-making process in the assessment and management of children with speech and language problems. With individual chapters written by experts in their field, this book:
Speech on decision making in english
Speech on decision making in english | decision making speech in englishDownload our Mobile App from Google Play Store - Gyankaksh Educational Institute.We w...
Clinical Decision-making in Speech-Language Pathology Graduate Students
Clinical decision-making, a product of critical thinking, is defined as a "contextual, continuous, and evolving process," where data are "gathered, interpreted, and evaluated" in order to make an evidence-based decision (Tiffen, Corbridge, & Slimmer, 2014, p. 401). Practicing clinicians are continually engaged in the decision-making process as they perform differential diagnosis and ...
Kamala Harris details Biden's phone call about history-making decision
That same day Mr. Biden posted a letter to social media announcing his shocking decision to end his campaign. "I'll give you a little too much information," Harris said.
Indiana University expressive activity policy bans midnight vigil
IUPD reported professor Ben Robinson and student Bryce Greene for making speeches past 11 p.m., a violation of the new expressive activity policy.
Prosecutors in Arizona's election subversion case dispute defendants
Prosecutors are defending their case against Republicans accused of plotting to overturn the results of the close 2020 presidential race in Arizona after defense attorneys painted them as ...