PREDATORCODE - Are you facing a DECISION? Don't know which option is the right one and throwing your crown wouldn't be the right one? Accept Jaroslav Homolka's invitation and let's make the decision process easier. Let's start in the past. Discussing past deeds is only worthwhile if we have verifiable facts. Otherwise, only impressionable emotions and assumptions will speak for us. For the past we cease to see the future.

When I'm about to make a decision, a change that affects others, there are several critical points. I can't impose my motive on others, even if it seems the most obvious and self-serving. Each person has their own inner motives, their own ambitions, their own inner motive. It is up to me to try to know his motivation and build on it.

Many of our decisions endanger someone and attract criticism. We may even disrupt our network of relationships. Answer the question: "Am I willing to pay for the damage my decision will cause?"

If I want to motivate someone, I have to arouse their interest.

Jak poznám hluboký zájem ostatních? Dáme-li si práci opravdu naslouchat, dozvíme se to velmi rychle. Každý nejraději vypráví o tom, co ho opravdu těší, kam ho vede pozornost, čemu věnuje nejvíce času, co ho tlačí...
And if you want to learn even more, get a person into a crisis situation. Even if we don't want to admit it, humans still behave more like animals. 10 % of our behavior is under our conscious control, the rest is running on "autopilot", which we created out of our habits and routines. In a crisis, we don't have time to think. We act according to our habits and routines, which safely expose us.

Reserve's got our backs.

Každé rozhodnutí přináší nějaký výsledek. Ne vždycky to musí být ten očekávaný a žádoucí. Potřebujeme mít rezervy, počítat s tím, co se stane, kdyby... Mít připravené záložní zdroje. Rezerva je důležitá, abychom se cítili jistí, naše rozhodování nebylo zkreslené, vedené spíše obavami z možných následků.

For our own sake, we must simplify the decision-making process as much as possible.
Often we sit still and postpone decisions until the situation resolves itself, perhaps to our disadvantage. Why?
We have not clarified the exact criteria of what we want to achieve. It helps to ask the basic questions: why, what, where, with whom, how, when, with what result.
If a decision still cannot be made, the knowledge that we are not clear on exactly how to overcome possible obstacles may hinder the decision. We can calm our consciousness if we write the obstacles down on paper and mark the worst one. Through this process, the vague concern becomes more concrete and we are better able to find a solution.

Even a non-decision is a decision.

It is not possible not to decide, only not to act will not bring the desired results. We have a choice: follow our emotions or set a START/STOP system with clear parameters.
We know something should happen, but if our emotions know there is an obstacle in the way, reason commands, "Put it down!" That's why it's beneficial to create a "Safety Frame" for ourselves, to ward off uncertainty. We engage our conscious mind and prepare for possible threats. Let's discuss the obstacles. We answer the questions: what happens if my decision fails? What will be the solution, the way out? We determine how to overcome the obstacles.
After this process, we will know what lies ahead and we will stop being afraid. We will be able to anticipate and predict in peace.

Stop, look around, decide, act

If possible, we will test our decision on smaller tasks first. It takes 100 days to test a decision, during which time new habits are reliably established.
The big decisions have a range of over three months.
The biggest and most difficult decisions involve personal relationships or impact other people.

Here comes the 10th man

We certainly want our decision to be of high quality and beneficial to all involved. How do I know if my decision is workable? It can help if we ask for a consultation from someone who has similar experience, similar interest.

Finally, apply a technique called the 10th man. A guy in a black cloak will come in and point out all the possible hot spots so our plan doesn't fail.
(He doesn't have to have a black cloak :))

This article was published with the kind permission of časopisu Sféra

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