Decision fatigue is a psychological phenomenon that affects our ability to make quality decisions after a long series of choices. Just as our muscles tire, Roy Baumeister showed in the early 1990s that willpower can tire. The resulting mental slowness is often imperceptible.
Although often ignored, it can have significant consequences for our productivity, well-being and even our mental health.
This article explores how to identify this fatigue and suggests strategies to combat it.
What is decision fatigue?
Every day, we make thousands of decisions, both conscious and unconscious. These range from simple choices, such as what to eat, to complex decisions related to work or personal life. However, our brains have a limited capacity to process these choices. When we reach this limit, we fall victim to decision fatigue, which can lead to :
Impulsive or irrational decision-making.
An inability to choose, leading to procrastination.
A decline in the quality of decisions made.
How do you identify decision fatigue?
Here are some common signs:
Difficulty making simple decisions: You hesitate for a long time over mundane choices, like what to eat or wear.
Increased procrastination: You postpone important decisions for lack of mental energy.
Irritability or frustration: You feel irritated by the need to make choices.
Impulsive decisions: You opt for the first option that presents itself, without thinking about the consequences.
How can you save mental energy?
Apple co-founder Steve Jobs is a prime example of how to manage decision fatigue. He almost always wore the same outfit: a black turtleneck, jeans and sneakers. Why did he do this? To reduce the number of decisions he had to make every day. By eliminating clothing choices, he saved his mental energy for more important decisions, such as those related to Apple product design.
Other famous personalities, such as Mark Zuckerberg (founder of Facebook) and Barack Obama, have adopted similar strategies. Obama, for example, limited his clothing choices to gray or blue suits to focus on crucial presidential decisions.
How to combat decision fatigue?
Here are some practical strategies for reducing your impact:
1. Automate repetitive decisions
Simplify your daily routine. For example, plan your meals in advance or adopt a minimalist wardrobe.
Use tools like to-do lists or apps to organize your priorities.
Visualize the actions you plan to take the next day. This way, when decisions come up, visualization automatically guides us towards the choice we made the day before.
2. Make the right decisions at the right time
Identify your energy peaks, or chronotype, during the day (morning, afternoon or evening) and reserve these moments for crucial choices.
Avoid making important decisions when you’re tired or stressed.
3. Limit distractions
Reduce interruptions and concentrate on one task at a time. The fewer distractions you have, the more mental energy you’ll save.
4. Learn to delegate
If possible, delegate certain decisions to other people or automate them. For example, delegate administrative tasks or use subscriptions for recurring purchases.
5. Take care of yourself
Good nutrition, quality sleep and regular breaks are essential to recharge your brain and avoid mental overload.
To find out more…
Decision fatigue is a challenge we all face, but it can be managed with simple, effective strategies. By simplifying your daily life, planning your important decisions and taking care of your well-being, you can save your mental energy for what really matters. Sometimes, reducing trivial choices can unlock immense potential for the decisions that shape our future.
What about you? What’s your experience of decision fatigue? Share your experiences and strategies in the comments?
Martin G. Moore in his article “How to Make Great Decisions, Quickly” on Harvard Business Review, explains how leaders can make effective, fast decisions to stand out and maximize their impact.
Here’s a summary of the 8 points he addresses.
1. Great decisions are shaped by diverse perspectives
To make an informed decision, it’s essential to consider many points of view. This doesn’t mean consulting everyone, but rather the right people, those with relevant expertise. These contributions can broaden your understanding of the problem and identify solutions you wouldn’t have considered on your own.
However, it’s important to structure these exchanges to avoid confusion or wasted time. A well-managed diversity of perspectives enriches the quality of the decision.
2. Major decisions are made closer to the action
Managers are often far removed from day-to-day operations, and risk missing crucial information. The best decisions are therefore made based on feedback from those directly involved in the work.
These employees, close to the action, have a better understanding of the challenges and opportunities in the field. By incorporating their feedback, you can avoid decisions that are out of touch with reality, and increase your chances of successful implementation.
3. Big decisions tackle the root cause, not just the symptoms
A poorly understood or solved problem tends to repeat itself. While symptoms sometimes need to be treated urgently to avoid immediate consequences, it’s crucial to get to the root of the problem. This requires in-depth analysis to identify the underlying causes.
For example, if a team regularly misses deadlines, it’s not enough to add resources or extend deadlines. We need to understand why this is happening: is it a problem of communication, skills, or poorly defined priorities?
Once the cause has been identified, a sustainable plan can be put in place.
4. Great decisions balance short- and long-term values
A good decision must strike the right balance between immediate benefits and long-term impacts. Focusing solely on the short term can solve a problem quickly, but at the expense of sustainability or overall strategy.
Conversely, focusing solely on the long term can slow down immediate progress and demotivate teams. For example, in a corporate context, it may be tempting to cut costs to improve the bottom line in the short term, but this could be detrimental to innovation or employee satisfaction in the long term.
The challenge is to assess the risks and opportunities of both time horizons, short and long term, to maximize overall value.
5. Big decisions are good decisions
Speed is of the essence in decision-making, but it must not compromise quality. Once the key elements (outlook, root causes, balance of priorities) have been taken into account, it’s important not to procrastinate.
Delayed decisions can lead to missed opportunities, inefficiencies or a loss of confidence on the part of teams.
Moore stresses the importance of a structured process and personal discipline to maintain a fast pace while remaining rigorous.
6. Big decisions involve compromise
Rarely does a decision satisfy all parties or achieve all objectives. Leaders must accept that there will be compromises to be made. This means prioritizing the most important elements and sacrificing some less critical aspects.
For example, a strategic decision might mean temporarily reducing the resources allocated to a secondary project in order to concentrate efforts on a key initiative.
The important thing is to clearly communicate these trade-offs to maintain transparency and stakeholder buy-in.
7. Major decisions are made with clarity and conviction
Once a decision has been made, it must be communicated clearly and convincingly.
Leaders need to explain not only what has been decided, but also why. This helps build team confidence and avoid misunderstandings.
Clear communication also helps to mobilize employees around the implementation of the decision, giving them a sense of direction and certainty.
8. Great decisions are followed by rigorous execution
Making a good decision is only the first step.
What distinguishes successful leaders is their ability to ensure that the decision is implemented effectively. This requires rigorous monitoring, adjustment if necessary, and evaluation of results.
Poor execution can turn a good decision into a failure.
Leaders must therefore remain involved in the process to ensure that the objectives set are achieved.
Going further
Martin G. Moore insists that effective decision-making is not about seeking general approval or pleasing everyone. Great decisions are distinguished by their ability to create value, solve problems sustainably and mobilize teams.
By applying these eight principles, leaders can stand out, strengthen their credibility and achieve significant results.
What about you? How do you optimize your decision-making process? Share your opinions, experiences and advices in the comments section!
Decision-making, whether individual or collective, can draw on a variety of tools and methods to structure, analyze and optimize choices.
These tools help to clarify options, assess risks and benefits, and make informed decisionsby reducing complexity and uncertainty.
But how do you choose between all these approaches?
Here is a list of the 11 most common tools used in decision-making and the circumstances in which they are best suited.
1. The decision matrix
The decision matrix is an essential tool for structuring and comparing several options according to specific criteria. It is particularly useful when you have to choose between several measurable alternatives (such as selecting a supplier, a product or a strategy). This tool is suited to situations where the evaluation criteria are clear and available, and where an objective analysis is required.
For example, a company might use it to evaluate different software products in terms of cost, ease of use and functionality.
How to use the decision matrix
List the available options and the evaluation criteria. Assign a weight to each criterion according to its importance, then evaluate each option according to these criteria. Add up the scores to identify the optimal option.
Benefits of the decision matrix
Enables structured, objective analysis, easy to implement and suitable for simple to moderately complex decisions.
Limitations of the decision matrix
Does not take into account qualitative or emotional aspects, and can be biased if weights or evaluations are poorly defined.
SWOT analysis is a strategic tool for evaluating a situation or decision, taking into account internal strengths and weaknesses, as well as external opportunities and threats. It is particularly useful for strategic decisions, such as launching a new product, entering a new market or evaluating a project. This tool helps to identify the key elements influencing a decision, and to better understand the environment in which it will be taken. For example, a company can use a SWOT analysis to assess whether it is ready to invest in a new technology or take on a competitor.
How to use a SWOT analysis
Divide a sheet of paper into four quadrants (strengths, weaknesses, opportunities, threats). Complete each section by analyzing internal factors on the x-axis (strengths/weaknesses) and external factors on the y-axis (opportunities/threats).
Advantages of SWOT analysis
Provides a clear, structured overview that’s easy to understand and share with a team.
Limitations of SWOT analysis
May lack depth if identified elements are not analyzed in detail or if information is incomplete.
3. The decision tree
The decision tree is a visual tool that helps structure complex decisions involving several steps or uncertainties. It is particularly useful when the potential consequences of each option need to be assessed, as in the case of a risky investment or strategic project. This tool is ideal for situations where possible outcomes can be quantified and the probabilities associated with different scenarios are known. For example, a company might use a decision tree to assess the risks and rewards of a merger or acquisition.
How to use a decision tree
Draw a tree with branches representing different options and their potential consequences. Associate probabilities and values with the results to calculate the most advantageous option.
Benefits of the decision tree
Allows you to visualize possible scenarios and take into account the probabilities of expected outcomes.
Limitations of the decision tree
Can become complex and difficult to interpret if the number of options or variables is too high.
4. Cost-benefit analysis
Cost-benefit analysis is an essential tool for assessing the economic viability of a decision. It is particularly useful in contexts where costs and benefits can be quantified, such as investing in a project, purchasing equipment or launching a new product. This tool helps to determine whether a decision is economically justified, and to compare several options in terms of their profitability. For example, a company can analyze whether the purchase of an expensive piece of equipment is justified by the savings it will generate in the long term.
How to use cost-benefit analysis
List all the costs and benefits associated with a decision. Assign a monetary value to each item, then compare the totals to determine whether the benefits outweigh the costs.
Benefits of cost-benefit analysis
Provides a rational, quantitative basis for assessing the profitability of a decision.
Limitations of cost-benefit analysis
Does not take into account non-financial aspects (such as social or environmental impact) and can be biased if estimates are inaccurate.
5. Pareto’s law (80/20)
Pareto’s law is based on the principle that 80% of results come from 20% of causes. It is particularly useful for identifying priorities and concentrating efforts on the actions or problems with the greatest impact. This tool is suited to situations where it is necessary to maximize efficiency by focusing on key elements. For example, a company might use this method to identify the 20% of customers who generate 80% of its sales, or the 20% of problems that cause 80% of delays.
How to use Pareto’s Law
Analyze data to identify the 20% of causes that generate 80% of results or problems. Focus your efforts on these key elements.
Advantages of Pareto’s Law
Quick and easy to use, maximizes efficiency by focusing on the essentials.
Limits of Pareto’s Law
The approximation of this heuristic may mask important secondary factors.
Multi-criteria analysis is a powerful tool for comparing options on the basis of several criteria, particularly in complex decisions such as choosing a site for a new plant, evaluating projects or selecting a supplier. It is particularly useful when there are a large number of decision criteria and it is necessary to prioritize them according to their importance. For example, a municipality might use this method to choose a site for a new leisure center, taking into account criteria such as cost, accessibility and environmental impact.
How to use multi-criteria analysis
Identify the decision criteria and assign them weights according to their importance. Evaluate each option against these criteria, then calculate an overall score for each option.
Benefits of multi-criteria analysis
Enables detailed, prioritized evaluation, suitable for complex decisions.
Limits of multi-criteria analysis
Can be time-consuming, and requires clear definition of criteria and weightings to avoid bias.
7. Bono’s 6 hats method
Bono’s 6 Hats method is a creative and collaborative tool for examining a decision from different angles. It is particularly useful in brainstorming or strategic discussion contexts, where it is important to take into account a variety of perspectives (logical, emotional, creative, etc.). For example, a management team can use this method to assess the benefits and risks of an innovative project.
How to use the 6 Hats method
Each participant adopts a “hat” symbolizing a mode of thinking (logical, emotional, creative, etc.). Ideas are explored from different angles to obtain a complete picture.
Benefits of the 6 Hats method
Encourages diverse, collaborative thinking, reduces conflict by separating emotions from facts.
Limitations of the 6 Hats method
May be difficult to apply in groups unfamiliar with this type of method, or in highly technical contexts.
8. Ishikawa diagram (or cause-and-effect diagram)
The Ishikawa diagram, also known as the fishbone diagram, is used to identify the root causes of a problem. It is particularly useful in complex problem-solving contexts, or for analyzing the factors that influence a situation. For example, a team can use it to understand why a project has failed, or why a product is not meeting customer expectations.
How to use the Ishikawa diagram
Draw a fish-shaped diagram, with the main problem at the head and potential causes on the edges. Classify the causes by category (methods, machines, labor, etc.).
Benefits of the Ishikawa diagram
Helps to clarify the factors influencing a situation and to structure thinking.
Limitations of the Ishikawa diagram
Does not provide a direct solution and can be ineffective if the causes identified are not analyzed in depth.
9. The Eisenhower matrix
The Eisenhower Matrix is a prioritization tool that helps organize tasks or actions according to urgency and importance. It is particularly useful for time and priority management, especially in the context of project or crisis management.
How to use the Eisenhower Matrix
Divide a matrix into four quadrants: urgent/important, non-urgent/important, urgent/non-important, non-urgent/non-important. Classify tasks in each category to decide what to do, delegate or postpone.
Advantages of the Eisenhower Matrix
Simplifies decision-making by prioritizing, easy to use.
Limitations of the Eisenhower matrix
Not suitable for complex strategic decisions and may neglect qualitative aspects.
10. Forward-looking scenarios
Forward-looking scenarios are used to anticipate the long-term consequences of a decision, particularly in uncertain or strategic contexts. They are particularly useful for strategic planning, such as international expansion or the adoption of new technologies.
How to use scenarios
Imagine several future scenarios based on decisions made today. Analyze possible impacts and prepare action plans for each scenario.
Benefits of prospective scenarios
Allows you to prepare for different outcomes and anticipate risks.
Limitations of prospective scenarios
Realistic scenarios require a great deal of time and data.
11. Software and digital tools
Software and digital tools are used to automate and facilitate data analysis, collaboration and visualization for complex decisions. They are particularly useful in contexts where precise calculations or voluminous analyses are required.
Which digital tools should I use?
Use tools like Excel (decision matrices), Tableau or Power BI (data analysis), or specialized software like Decision Lens to structure and analyze options.
Benefits of digital tools
Speeds up calculations, improves accuracy and facilitates collaboration.
Limits of digital tools
Can be costly and require training for optimal use.
12. The MoSCoW method
The MoSCoW method is used to prioritize requirements or tasks within a project. It is particularly useful in agile project management or for defining priorities in contexts where resources are limited.
How to use the MoSCoW method
Classify items into four categories: Must have, Should have, Could have and Won’t have.
Advantages of the MoSCoW method
Provides clear, structured prioritization that’s easy to understand and apply.
Limitations of the MoSCoW method
Can be subjective if prioritization criteria are not well defined.
So, how do you choose?
These tools offer a variety of approaches to structuring and improving decision-making.
By understanding their advantages and limitations, each decision-maker can better choose the tool best suited to the decision-making context.
What about you? What decision-making methods do you prefer?
Share your experience in comments and let’s make progress together.
Make a decision, it is a daily act, but also a constant challenge. Whether you’re a manager, entrepreneur, or simply faced with strategic choices, you know how to decide can be very complex. Between the fear of being wrong, the uncertainty of the results and the pressure of deadlines, decision-making can become a real headache. However, it is also an opportunity : to structure your thinking, engage the right tools, and you can rely on approaches that are tailored to each situation.
So, how to choose its decision-making tools ?
This is where the 4 dimensions of decision making : analytical, intuitive, individual and collective.
analysis, intuition, personal and collective
These dimensions are not boxes rigid, but complementary perspectives, which allow you to better understand your choices and refine the process. In this article, I’ll guide you through each of them, giving you real-life examples and practical tools for implementation.
1. The decision-making analytics : when the data speaks
The analytical dimension is based on the use of data, facts and models to inform your choice. It is particularly useful in contexts where the stakes are high and where the information is available, it can be an in-depth analysis.
Example of analytical decision
Imagine that you are a contractor who has to choose between two suppliers for a key project. You can use a decision matrix to compare the costs, time and quality of the services offered. This tool allows you to weight each criterion based on its importance and to calculate a final score for each option.
Tools of analytical decision
The decision matrix (or matrix of multi-criteria).
The Business Intelligence tools (such as Power BI or Tableau) to visualize the data.
Limit decisions analytical
The analytical approach can be time-consuming and does not always work in situations where data are incomplete or uncertain.
2. Intuitive Decision Making : To Trust His Instincts
The intuition is that small inner voice that guides you, often without you knowing why. It is based on your experience, tacit knowledge, and your ability to recognize patterns. Contrary to what one might believe, the intuition is not irrational : it is the fruit of an unconscious learning.
Example of intuitive decision
An experienced manager may feel that a candidate is right for a position, even if his CV is not perfect. This intuition can be confirmed by interviews or tests, but it is primarily based on a subtle perception of non-verbal cues and interactions.
Tools of intuitive decision making
The techniques of mental visualization or meditation mindfulness to clarify your feelings.
The newspapers of decision, where you make a note of your choice, intuitive, and their outcomes in order to fine-tune your instinct.
The oracles which, as strange as it may seem, are powerful tools ofideation.
Limit of intuitive decisions
Intuition may be skewed by emotions or prejudices. It should therefore be used wisely, especially in complex situations.
3. The decision making individual : The art of deciding alone
Some decisions require a personal reflection, without external interference. This dimension is particularly relevant when you are the only one to bear the responsibility for the selection or when the situation requires a quick response.
Example of individual decision
A contractor must rotate quickly its business model in the face of an economic crisis often does not have the luxury to consult with an entire team. He must rely on his own vision and his ability to rule.
Decision-making tools individually
The method of the 5 why (to identify the root cause of a problem).
The mental maps (mind maps) to structure your ideas.
The techniques of prioritization as the matrix Eisenhower (urgent/important).
Limit of individual decisions
Decide alone can be stressful and isolating. You also run the risk of missing opportunities outside that could enrich your thought.
4. Collective decision-making : the intelligence of The group
In a world that is increasingly collaborative, collective decision-making has become a necessity. It allows the mobilisation of various skills, generate innovative ideas and enhance the buy-in of stakeholders.
Example of a collective decision
A marketing team that needs to launch a new advertising campaign can organize a brainstorming session to explore different ideas. Then, she can use a tool such as the weighted vote to select the best option.
Tools of collective decision-making
Brainstorming and its variants (such as brainwriting, or design thinking).
The online collaboration tools (Miro, MURAL, Loomio).
Facilitation techniques such as consensus or the weighted vote.
Limit collective decisions
Collective decision-making can be slowed down by conflict, group bias, or a lack of clear leadership. It requires a good organization and clear operating rules.
What dimensions do You favour ?
Decision-making is an art that develops with time and experience. By understanding the 4 dimensions – analytical, intuitive, individual and collective – you can adapt your approach to each situation and mobilize the most relevant tools. Whether you’re a fan of data, a fervent defender of the intuition, one decision-maker alone or a collaborator committed, each dimension has its place in your toolbox.
And you, what size do you in your decisions ? Do you prefer to rigorous analysis, instinct, thought, reflection, personal or collective intelligence ?
Share your experience in the comments : I’m looking forward to discover your prospects and share with you about this exciting !
