[Neurons] 2018 Neurons #24 BEYOND PRO/CON DECISION-MAKING

Mon Jun 4 08:43:32 EDT 2018

From: L. Michael Hall

2018 Neurons #24

June 4, 2018

Great Decisions Series #8

BEYOND PRO/CON

DECISION-MAKING

In Meta-Coaching we use the Axes of Change as our first and primary model
for enabling people to make intelligent, robust, and ecological decisions.
Specifically, we use the second axis, The Decision Axis which is based on
the meta-program of reflective- active.  To that end, we invite a client to
reflect on the pros and cons of a choice.  What are the advantages if you
make that choice?  What are the disadvantages?  Typically this leads to a
whole list of reasons why a choice would be beneficial and reasons why a
person has to be cautious because it wll have another set of things that
will cost the person.

This pro-and-con orientation in decision-making is what we all use.  To a
great extent it is how we naturally and inevitably think.  That is, we
default to thinking in terms of choices and contrasts, values and
dis-values, this or that.  Simultaneously, we also think in terms of the
reasons why I am for or against something.  For this reason, it makeptos
perfect sense to start by asking for the advantages and disadvantages.  But
the Pro/Con list is just the beginning.  There's much more to do if you are
to generate great decisions and especially if you want to create highly
intelligent or smart decisions.

What potential problems could there be here?  Ah, yes, human reasoning!  And
why?  Because when we reason- even if you have been highly trained in
effective, clear, rational, systemic reasoning-you still are liable to the
cognitive biases and also to the cognitive distortions and fallacies.  If
you are not aware of that, check out the newest book from Neuro-Semantics,
Executive Thinking: Activating Your Highest Executive Thinking Potentials
(2018).

A Well-Formed Decision

NLP introduced the idea of a well-formed outcome some 40 years ago, and from
that I developed a Neuro-Semantic Precision Template and from that created a
well-formed problem, a well-formed solution, a well-formed innovation (all
are now in the book, Creative Solutions, 2017) as well as other well-formed
patterns.  So how about a Well-Formed Decision?  Doesn't that make sense if
we want to make great and intelligent decisions?  Given that, here is a list
of questions- questions within certain categories - that enable a person to
construct a well-formed decision.

The Well-Formed Decision Questions

The Subject of the Decision: First identify the subject of the decision.

              1) What is the decision you want or need to make?  What are
your choices?

              2) What will the decision look like or sound like?  When you
make it, you will say what?

              3) Why is it important to make this decision?  (Repeat several
times with each answer.)

The Contextual Situation of the Decision: Decisions, like every other
experience occurs in some context.  Identify the specific context for the
decision under consideration. 

              4) When do you need to make the decision?  What time factors
are involved?

5) In what area of life is this decision relevant? (Where) How does it (or
could it) influence other areas of your life?

              6) Is anyone else involved in making the decision?  Are you
the sole decider? (Who)

The Required Actions of the Decision: As an experience, you have to do
something to make a decision, identify these actions even if they are the
micro-actions of thinking and feeling.

7) What do you need to know to make the decision?  What information do you
need to gather and from who or where?  How much information do you need?
What else do you need to do to make or take the decision?

The Inner Power (Capacity) for Making the Decision: Given that action is
required for a decision, then inner ability is also required.

8) Is the information available now?  How much information is currently
available?  If you don't know, what probably would you estimate?  Is that
information within your control to access?  If not, then who has access to
it?

              9) Do you have the capacity to get the required information?
To process it?

10) Have you ever made a similar decision in the past?  What did you do that
enabled your decision-making?

The Planning Process of Decision-Making: With big decisions and decisions
that will forge a new or long-term direction for life, you will probably
want to plan it in order to manage it over time.  Identify how you will do
this.

11) How do you plan to gather the information and order it so you can make a
decision?  If others are involved in the planning, information-gathering, or
deciding, what is your plan for integrating them into the process?

12) What cognitive biases, distortions, and fallacies may be in the
information you gather?  Do you know how to question, check, and clean out
the biases, distortions, and fallacies?  Do you have someone on the team who
can do that?

13) How will you monitor a long-term decision that requires ongoing
observation and action?  What feedback will you want and/or need to stay on
plan?

The Supportive Resources for Deciding: As an experience, it can be supplied
with sufficient resources or it can lack them.  Identify the resources that
you want to round-out your deciding.

14) Is there anything that can or will stop or interfere with you getting
the information, formulating it, and making a decision from it?  What
potential risks are there?  What risk management skills do you need?  How
much risk is there involved?  What contingency plans have you set up? 

15) What resources do you need so that you can do this effectively and
intelligently?  What external resources?  What internal resources?

16) How will you test the final decision to make sure it is ecological for
you?  How will you determine if it will create any long-term unintended
consequences?

Concluding and Deciding: How will you bring closure to the process of
decision?

17) How will you know when you are ready to make a decision?  When you make
the decision, what will be the convincer for you?  In what representational
system?

18) What will be the evidence that you have made a decision and ready to
move forward?  Will it be written, stated aloud, confirmed with someone
else, or what?

Want more?  Check out the books- 

Coaching Change: The Axes of Change (2004/ 2015)

              Creative Solutions: Creativity and Innovation (2017)

Executive Thinking: Activating Your Highest Executive Thinking Potentials
(2018).

L. Michael Hall, Ph.D., Executive Director 

Neuro-Semantics 

P.O. Box 8

Clifton, CO. 81520 USA                             

               1 970-523-7877 

                    Dr. Hall's email:
<mailto:meta at acsol.net\hich\af31506\dbch\af31505\loch\f31506> meta at acsol.net

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Dr. L. Michael Hall writes a post on "Neurons" each Monday.  For a free
subscription, sign up on www.neurosemantics.com.   On that website you can
click on Meta-Coaching for detailed information and training schedule.   To
find a Meta-Coach see  <http://www.metacoachfoundation.org>
www.metacoachfoundation.org.   For Neuro-Semantic Publications --- clink
Products, there is also a catalog of books that you can download.   

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