A Very Human Guide to Decision-Making
Let’s face it, if we were all naturally great at solving problems, this blog post would just say “trust your gut!” and we could call it a day.
But alas. Our brains are weird, our teams are complex, and sometimes we spend three meetings deciding how to start deciding.
So here’s a quick (and very real) take on how to get better at problem solving and decision making without pulling your hair out or asking ChatGPT to just do it for you.
First: Admit You Have a Problem
The first step to solving a problem is noticing there is one. And not just brushing it off with, “we’ve always done it this way” or “let’s circle back next quarter” (classic procrastination disguised as strategy).
Problems aren’t bad. They’re just opportunities in sweatpants.
But instead of jumping to solutions (aka slapping duct tape on a leaky boat), slow down. Define the problem like your job depends on it, because it probably does.
“If I had one hour to save the planet, I’d spend 59 minutes defining the problem.” — Einstein (who clearly never worked in pharmacy operations, but still)
Your Brain Has Two Modes
According to Daniel Kahneman:
System 1 = Fast, intuitive, gut-reaction-y. (Think: choosing your sandwich at lunch.)
System 2 = Slow, logical, effortful. (Think: solving a supply chain issue while also dodging 37 emails.)
Both are useful. Just don’t try to use System 1 to solve System 2 problems. That’s how you end up launching a new service with no plan and three broken label printers.
To Group or Not to Group?
Group decisions can be awesome. You pool knowledge, avoid dumb mistakes, and feel like you’re all in it together.
Group decisions can also be a nightmare. See also: Groupthink, endless meetings, power dynamics, and “we need another meeting to discuss the last meeting.”
Use group decision-making when:
The problem is complex
You need buy-in
You're not the expert (and you know it)
Go solo when:
Time is tight
It’s low-stakes
You don’t want to hear Bob’s story about how “we used to do this in ’98”
The 7-Step Fix-It Framework (Abridged for Sanity)
Spot the problem (not just the symptoms)
Name your outcome (what does “fixed” actually look like?)
List options (yes, more than two. You’re not choosing a side dish.)
Evaluate (pros, cons, drama potential)
Choose something (don’t get stuck here forever)
Make a “what if this goes sideways” plan
Write a clear problem statement (so everyone stops solving different problems)
Watch Out for These Brain Booby Traps
Anchoring: That first idea? It’s not always the best.
Sunk cost fallacy: Just because you spent $10K on it doesn’t mean it works.
Confirmation bias: Seeking only info that agrees with you. Classic.
Status quo bias: “Let’s not change anything” is not a strategy.
Overconfidence: You’re great. You’re not always right.
Final Thought: Slow Is Smooth, Smooth Is Fast
Good decisions take time but not forever. Give yourself permission to slow down, ask better questions, involve the right people, and check your own assumptions at the door.
You got this. And if not? That’s what coffee and Plan B are for.
Need help building your team’s problem-solving muscles? We can help! Please reach out so we can start the conversation.
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