Introduction
Are you aware that some of the most prominent and treasured individuals in the community, such as political leaders, company Chief Executive Officers (CEOs), and Managing Directors confront indecisions in their lives? The idea of making a decision develops to be a challenge as every decision necessitates a person to follow a decision-making procedure that is usually problematic and complex. For instance, the person has to identify the decision, demarcate goals, amass information, find options, evaluate options, and come up with the ideal option. This research paper has intensely articulated how the available information does not present an upfront course of action, the element of being a decision-maker shows boundless scenarios for success and failure, and there exists a fear of making decisions. Further, the paper has echoed how there is external pressure in generating decisions, and finally, there is decision fatigue.
Grounds For Challenges in Making Decisions
The information available does not present an upfront course of action. This is instigated by the fear of making the wrong decisions that could loom on an individual’s head and become filled with self-doubt. Decision-making is quite a heavy aspect, and decision-makers would regularly deliberate on its effect. Each decision necessitates a forthright course of action, and when the information becomes insufficient, it slows the decision-making course (Demirsöz et al., 2021). From time to time, an individual could face the problem of decision-making exhaustion and become tired from even the greatest minor decision. It occurs when pursuing information on the practicable course of action, and this develops to be a problem to discover.
The idea of being a decision-maker brings endless circumstances for success and failure in one’s life. This occurs owing to the possibility of coming up with a poor decision continually. The decision-maker typically considers the eventual success or failure in the decisions they generate, which comes with problems in arriving at the ultimate decision. The effect of arriving at the wrong decision is relatively enormous (Demirsöz et al., 2021). This is because the aim is to arrive at the best likely outcomes with the information that an individual holds. The goal of every decision-maker is to develop the most fruitful decisions that attend to the people’s interests. Nevertheless, actualizing this goal necessitates immense consultation and engagement, which takes a lot of time to get to the end goal (Chiang & Purdon, 2019). The eventual goal of the decision-making is instrumental, and hence, the long procedure to actualize it.
There exists a fear of making decisions, largely if their impacts would affect other individuals. The leaders fear making decisions, as they necessitated to establish how their subjects would take them and the impact they would inflict. It is apparent that decisions are vulnerable and necessitate close observation to guarantee that they serve the interests of the many (Gerasimou, 2018). Moreover, decision-making has heavy stakes, particularly for the people in leadership positions. This happens since the decision-maker normally has various choices to consider, and now and then, they necessitate clarifications, especially on which route to settle as there are anticipations from the two extremes.
The decision-making process in an individual’s life attracts external pressure. The external pressure is brought about by the existing social norms and societal anticipations, which bring external pressure even in making the slightest decision. The individuals in the society have numerous anticipations on the decisions crafted, for instance, by the leaders. Occasionally, they even present their preference; once not attained, there is a lot of insurgency (Demirsöz et al., 2021). As well, there exist family opinions, which could affect a person’s judgment, making it hard to align their decisions with the issues that matter to them at large. This happens since there are some decisions a person’s family does not anticipate to be developed, and they similarly have their preference. For that reason, when a decision is developed, the family’s position is deliberated, which endures to intensify the period required to generate a decision.
Finally, there is decision fatigue. This comes when a person spends their entire day making decisions, and their brain becomes exhausted. The leaders craft many everyday decisions, whereby some of them have a lot of weight and call for intensive thinking and consultations. As a result, they become exhausted and fatigued at the peak of the day, and hence they are subjected to making some of the decisions at a later date. When the decision-maker is exhausted, it becomes problematic to decide the best way to do something (Gerasimou, 2018). Furthermore, decision fatigue results in evasion of the most forthright choice or eluding making decisions in their entirety. When the decision maker is exhausted, they seem to generate any likely decision, not minding its unfairness or goodness. Eventually, a tired person cannot generate an informed decision whatsoever.
Conclusion
This paper has critically shown that the information available does not present an upfront course of action, the idea of being a decision-maker brings endless circumstances for success and failure, there exists a fear of making decisions, and decision-making attracts external pressure and fatigue. The leaders fear making decisions, as they necessitated to establish how their subjects would take them and the impact they would inflict. The decision-maker typically considers the eventual success or failure in the decisions they generate, which comes with problems in arriving at the ultimate decision. Decision-making brings external pressure brought about by the existing social norms and societal anticipations, which brings external pressure even in making the slightest decision. Finally, decision-making fatigue arises because the decision-makers craft many everyday decisions, whereby some of them have a lot of weight and call for intensive thinking and consultations.
References
Chiang, B., & Purdon, C. (2019). Have I done enough to avoid blame? Fear of guilt evokes OCD-like indecisiveness. Journal of Obsessive-Compulsive and Related Disorders, 20(1), 13-20.
Demirsöz, M., Zeynep, O. Z. E. L., Yonar, H., Tekin, M. E., & Tekindal, M. A. (2021). Structural determination of the relationship between trait anxiety and personal indecisiveness for undergraduates of the faculty of veterinary medicine: The case of Selçuk University. Veteriner Hekimler Derneği Dergisi, 92(1), 60-75.
Gerasimou, G. (2018). Indecisiveness, undesirability, and overload are revealed through rational choice deferral. The Economic Journal, 128(614), 2450-2479.
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