If you are obsessed over whether you are making the right decision, you are assuming that the universe will reward you for one thing, and punish you for another. The universe has no fixed agenda.
Once you make a decision, it works around that decision. There is no right or wrong way, only a series of possibilities that shift with each thought feeling and action that you experience.
If this sounds too mystical, refer again to the body. Every significant vital sign - body temperature, heart rate, hormone level, brain activity and so on-alters the moment you decide to do anything… decisions are signals telling your body and mind to move in a certain direction.
Always trust your instincts, and make judgement on what your heart tells you. The heart will not betray you.
Don’t entrust your future on others hands. Rather make decisions by yourself with the help of Gods guidance. Hold your beliefs tight, never let go of them.
Whenever you see a business, someone once made a courageous decision. We should not expect individuals to produce good open-minded truth-seeking reasoning, particularly when self-interest or reputational concerns are in play. But if you put individuals together in the right way, such that some individuals can use their reasoning powers to disconfirm the claims of others, and individuals feel some common bond or shared fate that allows them to interact civilly, you can create a group that ends up producing good reasoning an engagement properly of the social system. It is so important to have intellectual and ideological diversity within any group or institution whose goal is to find truth (such as an intelligence agency or a community of scientists, or to produce good public policy (such as legislature or advisory board).
Scientific thinking, which similarly developed in the seventeenth century, has been influential in bringing this change. We now see that tornadoes and earthquakes have rational explanation in terms of climatology ad seismology rather than as a divine punishment. Most people when deciding whether to take a new job, embark on a divorce, or simply plan a holiday will not seek divine guidance, but rather discuss with themselves or others he issues of cause and effect. I always feel that when children make a decision for themselves, they have a vested interest in showing they were right – One of the most important tasks of a leader is to make decisions. Effective leadership requires the decisions to be both sound and practical, whether that is about the direction the organisation should take.
Just as there are Theory X and Theory Y Leaders, so there are relatively autocratic or relatively democratic ways of making decisions. Some leaders will not tolerate any opposition to their decisions, or the process by which they arrive at them. Other leaders will reach a decision by a process of consultation and discussion so that a consensus opinion emerges. To some extent these differences will depend on the personality and experience of the leader. Leader’s decision making will also depend on the confidence they have in their subordinate’s development. Some leaders prefer to have absolute certainty about a decision of ambiguity. In delegating decision making to others a leader has to expect some uncertainty about how problems will be solved. In modern management situations, the role of managers as leaders will tend increasingly to be, to encourage others to reach decisions on a wild range of issues.
There is one major point I want to strongly highlight and that is values play a crucial role in Decision Making. If you are not aware of your Values you will always struggle with decisions. There are so many people who go around asking everyone, their mothers, their fathers, their brother, their sister, their best friend, co-workers – anyone who will listen they will ask for advice, when making a decision, basically what they are doing is looking for an excuse to be able to say if they made the wrong decisions ‘It’s someone else’s fault’. They get into the ‘blame game’ and will never take personal responsibility. Most young people make tentative occupational choices several times before entering college. If a child aged 7 to 17 announces that he wants to be a lawyer or a truck driver, we may be reasonably sure of three things:
This tentative decision is made on the basis of inadequate knowledge of his own characterises and of the demand of the job.
The school has done little to provide either type of knowledge.
The school will say; in effect ‘You are too young to concern yourself with such things, they should be decided later.’
Some educators seem to have an almost irrational fear of teaching Decision Making in relationship to the world of work. They stupidly seem to feel that such instruction will lead to early, irrevocable occupational decisions, which will minimise future student options. Thus we may argue that student’s autonomy problem is closely related to teacher’s autonomy. Alternatively, problem based learning may prompt conflict which forces a reappraisal of Personal Values and re-evaluation of learner identity, at the same time forming the context for building the personal autonomy, kernel aspect of Personal Improvement.
Never bring the solving stage into the decision making stage - otherwise, you surrender yourself to the problem - rather than the solution.
June Molony: 087-9352773