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your actions. You may not want to provoke others by making a con-
troversial decision or take a stand that turns out wrong. Or you may
be overwhelmed by the complexity or magnitude of the decision—
and look for excuses to postpone making it.
Combat indecision by setting a deadline. Force yourself to make
the best judgment possible with the facts available within a set time
frame.
To communicate decisions that might upset others, use diplo-
matic phrases such as, “I understand your position, but I have to
weigh what’s best for this organization” or “There are arguments to
be made on all sides, so it’s particularly tough in this case to please
everyone.”
To march confidently toward a decision:
Address ambivalence head-on: Acknowledge uncertainty; don’t
brush it aside. Examine why you’re ambivalent. For example, your
gut instinct may conflict with what the facts lead you to conclude.
Write down your doubts and view them from a detached, dispassion-
ate point of view.
Create a contingency plan: Devise a backup plan in case your deci-
sion turns sour. Prepare to mitigate your losses.
Use best- and worst-case scenarios as bookends: Consider the full
spectrum of outcomes, from best to worst. Then take steps that min-
imize the worst case.

“The fact is you’ll never have all the information you
need to make a decision—if you did, it would be a for-
gone conclusion, not a decision.”
—David Mahoney

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