What risks are involved in making decisions? PCM trainer Arie-Geert Jongeneel will guide you through six decision-making styles and show how we sometimes sabotage ourselves and make poor decisions.
6 predictable risks in decision-making
In my previous blog, I discussed 6 ways to make a good decision. With
sufficient energy, you use the decision-making style that best suits your
personality.
However, things can also go differently, because each of these six styles unfortunately also has a
downside. When we experience negative tension or pressure, we unconsciously sabotage the best in ourselves, leading to poor decisions.
In this blog, I explain how this happens using the six decision-making styles. Which risks do you recognize in yourself?
When efficiency becomes over-controlling
When you are full of energy,
you prefer to make decisions that increase productivity and improve efficiency. In distress, you make decisions where the need for control becomes excessive. The result: micromanagement, which has a paralyzing effect, diminishing productivity and
effectiveness.
Reliability can lead to suspicion.
When you are full of energy, you like to make decisions that support and promote your values and norms. In distress, you make decisions that involve resorting to distrust and being overly critical of others. The effect: a paralyzing impact because it comes across as intimidating, undermining your credibility and integrity.
Being kind can turn into people-pleasing
When you are full of energy,
you prefer to make decisions that affirm your personal value and consider others. In distress,
you make decisions aimed at boosting your self-esteem. For example, by trying to please others and overwhelming them with help they don't want or need. The consequence: a paralyzing effect, leading to resentment and disagreement, making you feel increasingly unhappy.
Prioritizing personal time can lead to isolation
When you are full of energy, you like to make decisions after giving yourself enough space and time for reflection. In distress, you withdraw and make decisions without involving others. The consequence: a paralyzing effect because you further isolate yourself, and others have no idea what you are doing or where you are.
Being confident can turn into dominating
When you are full of energy, you make confident and convincing decisions that challenge you. In distress, you make decisions based on power and dominance. The result: not success and progress, but a paralyzing effect. Others do not feel motivated to act independently and collaborate towards the result.
Spontaneity turns into provocation
When you are full of energy, you make decisions based on your spontaneity, creativity, and desire to try new things. In distress, you make decisions that tend to provoke rather than surprise. The unfortunate consequence: it has a paralyzing effect because others start to censor you.
Which risk do you recognize?
A powerful leader is aware of their own behavior and the risks involved in decision-making. So, if you notice you have insufficient energy and are showing signs of distress, postpone making a decision until your energy levels are restored.
And this doesn't just apply to you. Others in your environment, such as your partner, colleagues, or manager, also face risks. What can you do to reduce the likelihood of poor decisions?
Learn more?
Then sign up for one of my training sessions to recognize the risks associated with different decision-making styles and learn how to prevent them. Also, read my blog here on how to make good decisions.
Inspired by Next Element
