Lenses for Decisions

I

There are a variety of tools for decision-making - matrices, decision-trees, etc.

What is offered here is a step before decision-making - how to view decisions.

II

Our conditioning colors how we view decisions.

We may be conditioned to view decisions as opportunities to gain control (win), or protect ourselves (avoid loss). We may also be conditioned to believe we must make a decision (necessary), and sooner rather than later (urgent).

Blind to our conditioning, we make different decisions, the same way, unsure how we arrive at the same place again and again.

An alternative is awareness.

Specifically, developing our self-awareness (rationalizations, emotional impulses) and environmental awareness (circumstances, signals). With heightened awareness, we may begin moving from a pre-conditioned, finite view of decisions, to viewing decisions through various lenses. Almost playfully, like looking through a viewfinder.

Here are some lenses through which we may view decisions.

III

Extreme
Viewing decisions through this lens is best suited for extreme circumstances (ie. emergencies). Extreme decisions are usually unnecessary, and finite.

At the same time, we may have learned to view most decisions through this lens. To feel like each decision is an emergency, “zero sum,” “winner take all.”

Unaware when circumstances ask us for a different approach, we end up “winning” and alone. Our “win” is short-lived, and costly long-term.

With heightened awareness, we reserve this extreme approach for emergency-like situations, and choose alternative lenses through which to view decisions.

Flywheel
Another lens through which we may view a decision is as a potential flywheel. Designing it to be regenerative.

A flywheel approach involves thoughtfully selecting what things to do (the flywheel components), so each component fuels the other. For example, serving others may inspire you, which fuels your creativity at work, energizing your return to service.

Thus, a flywheel approach invites us to design a decision as a continuous positive loop.

Domino
Imagine a set of dominos, each lined up behind the other.

The question to ask is: Is there a decision I can make here that enables subsequent decisions to occur effortlessly and seamlessly?

Viewing a decision for its potential “domino effect” involves evaluating positioning (where to place the first domino) and timing (when to “tip it over”). Like putting a process in place, once the initial decision is made, the following decisions become more predictable and less demanding.

Notably, sometimes the initial domino is an emotion. The question then becomes: Is there an item I am avoiding, which doing, would energize me to easily complete others?

Compounding
Viewing a decision through this lens considers how each subsequent decision exponentially affects the outcome.

To illustrate, if a plane departs just one degree off course, the one degree deviation increases over time (distance), so it arrives far from its intended destination.

Two observations.

First, a compounding decision demands consistency. Thus, if we are unwilling or unable to make subsequent decisions in service of our original intention, then a different approach to our decision is optimal.

Second, a compounding decision may be “positive” (exercising) or “negative” (smoking), and can easily become cemented (how we do things). We may ignore, or be unable to foresee, the trajectory and long-term effect of our decisions.

Thus, a compounding decision begins by identifying the intended destination, working backward to identify where to begin, then being consistent over time. And, it demands continuous observation, to re-calibrate if we veer “one degree off course.”

Expansive
We may also view a decision as expansive. Designing it to create future opportunities.

The question to ask is: Will my decision here create opportunities for more decisions later, or close them off?

An expansive view particularly benefits from teamwork and time. Teamwork to imagine diverse futures, and time for ideas to evolve.

Subsequently, we may ask: How may we design this decision to invite future decisions aligned with our natural talents?

Waiting Without Action
Viewing a decision through this lens involves awareness that a decision may be premature, or unnecessary.

The question to ask is: What if I do nothing?

Waiting without action is often viable and highly valuable.

It allies us with time, allows things to naturally unfold, and decisions to reveal themselves. Waiting without action may even save us from ourselves, and enlighten us.

IV

Our future is inviting us to develop our awareness.

To evolve from viewing decisions as finite (win, now).

To begin applying these different lenses to each decision we encounter. And, view decisions as continuums, to create our imagined future.

Perhaps, even, to design decisions to simplify our days (domino), do what energizes us (flywheel), become who we are meant to be (compounding), and bring our Divinely bestowed natural talents to life (expansive).

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See, Decisions: A Short Guide.

See also, Decisions: A Different Starting Point and Peaceful Decisions.