Gilovich and his team showed that although, in the short term, people experience more regret from ‘errors of commission’ (taking an action that leads to a disappointing outcome), in the long term it is actually ‘errors of omission’ that lead to more regret – that is, disappointing outcomes that arise from not taking an action. Research from the 1990s led by the US psychologist Thomas Gilovich provides further evidence for why it can be shortsighted to kick a difficult decision down the road. Moreover, indecision and procrastination do not postpone the pains of a decision to a future day: they multiply that pain by spreading it across every minute of every day, until you finally decide. It is only when you realise that procrastination is a decision that you will start finding this option less attractive. In fact, procrastination is not the refusal to decide, or to ‘freeze’ a decision in time, rather it is the active decision to remain undecided. This attitude illustrates what might be the greatest myth about decision-making: that, faced with two choices, we still have the option to not decide and to do nothing. When faced with a difficult decision, it can be tempting to take the easy road and procrastinate. For this reason, the act of deciding can feel like a self-inflicted wound.Īvoiding a decision is in fact a decision Decisions cut us off from other choices, other opportunities and the possibility of better outcomes. It comes from the Latin word caedere meaning ‘to cut off’. The etymology of the word ‘decision’ provides further insight. In other words, decisions are complex, not necessarily because the choice between two options is complex but also, and more importantly, because human beings are complex. I have seen this often with successful professionals whose important decisions are regularly affected by the power of an overactive superego (that is, the image of a parent or another past figure of authority, irrespective of whether they are still alive or not). Finally, for this person, perhaps breaking into this level of seniority throws up a whole range of issues that originated in their childhood. It could also be because the option of staying in a less senior role is equally attractive, but for different reasons, such as having more free time. This might be linked to their fear of failing in a high-stakes/high-visibility position. For example, a decision might unconsciously reignite a past traumatic event and alter your judgment as a result.Ĭonsider the person who struggles with the decision to accept a more senior position with a considerably higher compensation, when many others would jump on the opportunity. ![]() ![]() It is also the case for the individual whose psychological complexes are triggered by certain challenging situations. This is the case, for example, where a choice is reminiscent of disappointing past choices.
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