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    You are here Home » decision making

    Learning from History: How to Make Decisions

    Last updated on Mar 12, 2020 by Dan McCarthy · This post may contain affiliate links

    Guest post from Robert
    L. Dilenschneider:

    We all have to make
    decisions, and of course we want them to come out right. But how do we go about
    reaching those decisions, and what can we do to help ensure they turn out well?  Simple questions to ask. Incredibly hard
    questions to answer. Among the many lessons I’ve learned in my more than 50
    years of working with leaders of major corporations, financial firms,
    governments and academic institutions is that the quality of decision-making
    varies widely – I might even say wildly – from person to person and situation
    to situation.

    In observing this
    process, I’ve noticed that the leaders who most often got things right seemed
    to be equipped with a kind of toolbox for decision-making.  They were flexible and thoughtful, but beyond
    that they possessed certain fundamental principles and values that gave them a
    framework for sorting out the facts, evaluating the options and reaching smart,
    timely decisions.

    As I thought about
    this fascinating process, it struck me that by looking at some major figures
    over the ages I could learn important lessons about how they employed their
    decision-making toolboxes to make world-shaping choices.
    Someone who had to
    make one of the most difficult and fateful decisions in history is President
    Harry S. Truman. He became Commander in Chief late in World War II after the
    death of President Franklin Roosevelt, and so it fell to him to decide whether
    to deploy the first atom bomb against Japan. It was such a tough decision that
    the arguments for and against it are still being debated. On the one hand,
    using the bomb would mean unleashing a terrible new weapon on the world, one
    that could kill or poison tens of thousands at a time. On the other hand, holding
    back the bomb would mean invading Japan to end the war, with the casualties
    estimated at one million. 

    Truman had given a
    lot of thought to making decisions, and what he wrote on the subject is
    instructive. First, he said, get all the information available. Listen to other
    people about what they believe the impact of the decision will be.  Decide what’s right according to the
    principles by which you’ve been raised and educated. Once you’ve decided what’s
    right, don’t let yourself “be moved from that decision under any
    considerations.” But if the decision proves to be wrong, get more information
    and make another decision. In other words, be firm but also be willing to
    acknowledge error and start over.

    One of the most
    impressive leaders I’ve studied is Marie Curie, who won Nobel Prizes in physics
    and chemistry in an era when women were thought to have no place in the world
    of science. She made many decisions during her career as a researcher in the
    then-new field of radiation. Some were made in times of extreme grief, like her
    choice to continue her work after the death of her beloved husband and research
    partner, Pierre Curie. Other decisions proved to be seriously wrong, like
    working with X-ray equipment without proper protections.

    From Marie Curie’s
    astonishing career, we can learn several important lessons. One is that few
    decisions are made in isolation, so be willing to let other people help you,
    and be willing to help them. Many decisions are made under traumatic
    circumstances. In those cases, keep your focus, accept help from others and be
    patient (except in emergencies). Finally, Marie Curie was singled-minded, a
    quality that can lead to great achievements, but must be constantly examined
    for its impact on others, like one’s children and other loved ones.

    We can learn not
    only from history, but also from figures from our own times. The story of
    Malala Yousafzai, the young Pakistani woman who has fought so bravely for the
    right of girls in her homeland to be educated, is such a powerful story, in part
    because it teaches lessons about dealing with events that shape our age, in
    particular the constant threat of terrorism. Because of her outspoken advocacy,
    she was shot in the head by Taliban gunmen when she was just 15. She survived
    and was later awarded a Nobel Peace Prize. What makes her story especially
    inspiring is that the Taliban had announced it would try to kill her if she
    didn’t back down. Her reply was, “I decided I wasn’t going to cower in fear of
    their wrath.” 

    There are many
    lessons to learn from Malala’s example. One is that you may be attacked for
    your decisions – perhaps verbally, perhaps even physically – so be aware and be
    prepared. Follow your decision, do not give up. Seek education and take every
    opportunity to broaden your knowledge. And finally, whether it is a large
    decision or a small one, have the courage to do the right thing.

    ABOUT THE AUTHOR:
    Robert L.
    Dilenschneider
    has
    hired more than 3,000 successful professionals, and advised thousands more. He
    is founder of The Dilenschneider Group, a corporate strategic counseling and
    public relations firm based in New York City. Formerly president and CEO of
    Hill & Knowlton, he is the author of the bestselling books Power and
    Influence
    , A Briefing for Leaders, On Power and newly
    released Decisions: Practical
    Advice from 23 Men and Women Who Shaped the World
    . For more information, please visit https://robertldilenschneider.com.
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