Decision-Making: Innovative Approach
The process of decision-making should take into account two complementary domains:
• the intuitive domain, and
• the analytic domain
I especially place the intuitive domain first as it is instrumental in the final phase prior to the decision being made.
The first steps, applying strengths of the analytic domain, will naturally involve:
• collecting data
• step by step analysis of the potential pros and cons
• assessing quantifiable aspects
• measuring these, and
• consciously and deliberately processing the above points
However, there are many intangibles which are vital when making the final decision after the raw data has been collected.
Some intangible areas are
• trustworthiness
• fitting in with the culture of the group
• interpersonal finesse
• ability to self-motivate
• manage feelings under stress
• being aware of the feelings of others
• good work-related social skills
• leadership skills, and
• ability to work in a team
These form the final yardstick for making the decision when hiring personnel or considering whether you are right for a job.
All the raw data may tell you is that something is worth pursuing, but you have inside yourself an internal measuring stick that tells you whether it really is a good idea or not.
Does the decision feel right?
Or will it out more people off-side and thus be detrimental to the overall vision in the long-term?
Your brain is composed of different parts, storing different aspects of an experience you have had in different areas.
The most ancient part, the amygdale, is the part responsible for your gut feelings; it is situated deep in your brain.
Whenever you have a preference for something, it is stored in your amygdale.
It is via you amygdale’s neural connections, especially nerve pathways that run into the viscera, that you experience a gut feeling.
As you pay attention to these gut feelings, you develop that aspect of your intuitiveness to assist you in making decisions, not just based on analytical data.
It’s the Kinesthetic side of you.
The Kinesthetic part of you makes you aware of previous related experiences, positive and negative, and delivers answers to you in hunches and gut feelings.
These answers are often very subtle, and yet they are very important, not to be ignored.
It has been said that, an intuitive decision is nothing other than a subconscious logical analysis.
Decision-making using your intuition works best when it comes to choosing people with whom to interact, for example when hiring people and when thinking of changing your job.
Research shows that a person in tune with her/his intuition can make a decision of the suitability of a person’s chemistry to fit in with themselves or with the group within thirty seconds of meeting.
Intuition and gut feeling is the capacity to send messages and recognise these messages from your internal reservoir of emotional memory.
If we do not pay attention to our intuitive side, our Kinesthetic side, we may get messages via chronic headaches, lower back pain, anxiety attacks, irritability, mood swings, high blood pressure, and so on.
Our decision-making approach also is related to our personal values, also known as our core values, or permanent values.
Choices made in keeping with our core values are energizing and bring us success, positive outcomes, contentment and joy.
One thing to remember though, is to be alert to the possibility of our pride, our negative ego, clouding our judgment and thereby, giving us false intuitive responses.
When our positive ego is engaged, our intuitive beacon is on target.
Looking from the inside out as the final yardstick for decision-making constitutes fulfilment.
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