If you get the “Something else” option then be ok to be patient a few days and see what occurs to you or synchronicities that occur that point to what it is.Notice any extra info you get on each option eg heart feels heavy, a color or sound that appear, other body sensations, new inspired thoughts that come to you.Pick the option that makes your heart feel most open and happy.Then bring option 5) Something else (that I don't consciously know right now) to your heart too.Bring your hand to your heart and notice what you feel.Hold each of options 1 – 4 in your hand one at a time.Drop down into your heart (imagine your consciousness is in an elevator from your head).Heart-based decision process (example for picking from 4 choices) This is one method for making intuitive decisions, or at least giving you extra info for your conscious decision process. When a decision is pretty equal and complex than using intuition processes all the complexity at a subconscious level, saving my conscious processing power for other thoughts. Bringing more consciousness to their buying decision. It is my job wearing my salesperson hat to help them see the true costs of choice N, as well as the costs and benefits of choosing buying from me. In sales often clients don't take the cost of choice N into account because they have had the problem and been in this choice for so long. In the case of a 49/51 near equal decision I imagine the value of N is much less than either A or B. All the profits/new deals you could have made in the days (weeks?) spent decision making using either choice A or B. I also did not include the lost opportunity cost of a delayed decision. I have seen entrepreneurs successfully do this when they realize that they are too busy/lack resources to implement yet another change this year and “consciously decide not to decide” until next January. The only way to avoid that is to not worry about the decision or spend any time on it at all until you next consider the choice. So there is still a time value to a decision. Time that could have been spent making money for your business other ways. True sometimes the value of the choices might not change over time but the cost of continuing to spend your time/energy on the decision day after day definitely applies. Here are two further thoughts on close decisions:
Or if you have different program designs you can hack out the essence part of the algorithm (with no UI) and throw together some realistic volume of test data and compare speed (or does the algorithm even work at all!).Īll the above methods are pretty common in management and software development. Perhaps you can hire there different candidates for a few hours of paid work to see how you get on and what they really can do. If you get a bad feeling in your stomach the it is not a good choice, pick the other one! (You just realized new information about the first choice). Then see how you feel about the decision. If the choices are really nearly equal it doesn't matter. Scoring prospects the same kind of way and focusing my energy on the top scorers.Scoring clients by idealness (ie easy to work with, have budget for our kind of task, communicate clearly, appreciate quality software development etc) and then “firing” the bottom 10% each year.Scoring job candidates on the different skills and characteristics in the job req.Particular areas I have found this useful for are: I give extra weight to a decision is easily reversible/gives early feedback on whether it is the right course/can be course corrected down the road. Hey I was a mathematician by training at college! ? I have used your weighted scoring system successfully too. Add these to the weighted scores for all other aspects of your decision to get the total scores. So the contribution for for A is 3 x 5 = 15 and for B is 3 x (-2) = -6. eg in hiring you might have one aspect of the choice is database design with weight 3. Multiply the score by the weight and add them up. Pros get a number +1 to +10 and cons a number -1 to -10, depending on how good or bad they are. Same as previous method but give each aspect of the choice a weight depending on how important it is. Pick the one with most benefits and least drawbacks List out the benefits and drawbacks of each choice.