IV. Your First Reaction

Greek philosopher, Pyrrho (c. 360 - c. 270 B.C.), a native of Elis, taught that ... the wise man will withhold his judgment. Rather than say, 'This is so,’ we should say, 'So it appears to me,’ or 'It may be so.’ — Frederick Charles Copleston, A History of Philosophy: Greece & Rome, Vol. I, 1965.

   Everything you have ever learned. Every experience. Every emotional influence. Every tidbit of advice. All of it rushes out of memory and into your immediate response when a new problem presents itself. Subsequently, your mind processes ALL that information and arrives at a small set of possibilities that EXPERIENCE tells you will PROBABLY be the most appropriate means to solving the problem.

   Is this a bad mental process? NO, not at all! It is this ability that allows us to arrive at solutions QUICKLY when we find ourselves in dangerous situations where time is short and survival depends on rapidly recognizing the appropriate response(s).

   However, is this a foolproof mental process? NO, it is not. We like to assume that our perceptions of the world around us, that our own experiences, provide a good guide with which to respond. Certainly, of course, usually that guide is! However, what we forget to recognize is that our life experiences are NOT all-encompassing, that we never learned about certain subtle or rare details that can seriously hamper or devastate our plans: The guide provided to us by all our experiences is NOT PERFECT. Because we are NOT omniscient and because we forget, some items or details are never recognized or overlooked, and what we might perceive as the most appropriate solution could very well be a bad one which only

• more experience, consultation or effort would help us to recognize or
• more time, appropriate nourishment or mental rest would help us to recall.

   When we "become" professionals, we must learn to keep this in mind and temper our statements with words like, "My first reaction is ...,” or "It seems to me that ....” Only subsequent expert consultation, research, brainstorming sessions, debates and careful analyses will then determine if your initial predispositions were correct. But, also remember that that should be no reason to gloat if you were, or hide if you were not. The human experience prevents you (and those around you) from being right all the time.

   Like scientists we MUST discipline ourselves into thinking in those ways that effectively yield the "best" possible solutions. In the appropriate situations we are expected to think like scientists: open-minded, deliberative, cautious, analytical and observant of all the possibilities rather than those that merely "seem to be the most likely.” Prudence and caution demand that you avoid "jumping to conclusions.” In a sense, a professional decision-maker is a thought engineer, applying the tools for thinking that scientists have learned to adhere to to the social setting.

 V. Playing Games

   Most people are intrigued by the professional decision-making position itself. After all, you are the brain of the organization. Your commands become action — profound action. To a degree, we would all like to try our hand at occupying such a role ourselves. Professional decision-making seems exciting and perhaps something that we may be able to competently (and effortlessly!) do. We are intrigued by the notion of actually becoming "the person in charge,” preferring to believe that all our perceptions are valid or our knowledge base accurate, overlooking that some prerequisite training/experience may be needed so as to prevent ourselves from avoiding those subtle pitfalls which novices to the field may not immediately recognize, all of which brings us to the following observations about typical human behavior:

    A. Aversion To Boredom

   The human mind loathes boredom. Given ample idle time, we always find something to do. Whether it's simple conversation, horseplay, competition with others, working toward some personal goal, or so on, we usually prefer avoiding DOING ABSOLUTELY NOTHING.

   In conjunction with other inherent mental faculties, it is this natural aversion to boredom that helps make us inquisitive, investigative and analytical, and also creative and artistic. Though not the only driving force, it is perhaps the most fundamental driving force behind all human accomplishment.

   Additionally, however, because of our aversion to boredom, we tend to seek those roles or jobs which we perceive as enjoyable to do. Having fun at work helps us to cope with the required activity so that the perceived drudgery becomes a more tolerable and less stressful means of obtaining the financial independence we seek to sustain. Moreover, we all prefer to pursue those jobs that seem easy, pay well and (to top that off) yield a substantial social status as well, and professional decision-making roles usually fit that description. (To compound the problem, that illusion is potentially self-fulfilling if the role models around you, themselves, haven't been entirely "professional" themselves, but instead rather relaxed or carefree in their outlook.)

   This simple driving force behind human behavior can get us in trouble if we fail to take a moment to pause to consider all the potential consequences to our actions. Sometimes, we find ourselves having so much fun that we don't think about what we are doing and the potential subsequent outcomes. We focus our attention on one particular enjoyable outcome without considering other, potentially dreadful possibilities.

   This is one tendency that professionals are always on guard against. Remember always to: STOP. THINK about what you are doing or planning to do. ACCIDENTS may never be anticipated, but — given sufficient supervision and advance deliberation — are always avoidable.

    B. Assuming Simplicity

   Professional decision-making looks simple. "What a simple job,” you may think upon an initial observation. And it can be quite simple if the individuals assuming the role don't know how!

   Always must we bear in mind that professional decision-making is NOT as simple as it perhaps may seem or we would prefer to believe, but is a field of tremendous responsibility, serious consequence and considerable caution. TRUE professionals are absorbed by an endless pursuit of knowledge, new and creative possibilities, current information and — most importantly — the elimination of ALL POTENTIAL for subsequent error. "Fluff figures" become absorbed by the stagnant, "pretty" images that they have somehow happened into. The pay that most TRUE professionals receive is NOT meant as a means of promoting social status, but is rather meant as well-deserved compensation for years of extensive training and experience needed for and mental exhaustion associated with a job done RIGHT and RESPONSIBLY.

   Safety in decision-making, by itself, constitutes a potentially formidable task. Possibilities must be IMAGINED, RECOGNIZED, PREPARED FOR and EFFECTIVELY GUARDED AGAINST. All surrounding conditions MUST be monitored. Rules MUST be IMAGINED, WRITTEN, POSTED, FOLLOWED and ENFORCED.

   Reality is FAR too complex for any single human mind to adequately make predictions or estimations without confronting error. NO SAFE decision is made swiftly. NO SAFE decision is made by estimation or "rule-of-thumb" thinking. Even the seemingly simplest safety issues may entail considerable research, consultation and deliberation: Even the seemingly simplest matters may conceal mental snares so obscure that even the most seasoned decision-maker would fumble before grasping the illusion.

   Always bear in mind that your blind confidence at assuming a decision-making role may set you up for unforeseeable and irreversible error. Recognize that lives are linked to your decisions, and ALL subsequent consequences become your responsibility. Professional decision-making is a field burdened by extreme caution, perhaps even fear. There is no room for ego here. No illusions of grandeur. And it is certainly no place for carefree frolic.

   Professional decision-making is a profession where you where you...

• CARE for a stranger as much as you would for your own child/spouse/parent;
• WORRY about Safety and Security concerns as though your own life depended on it;
• CHECK UP ON and MONITOR others, because their actions on the job are your  PROFESSIONAL RESPONSIBILITY;
• TRAIN and RETRAIN to guard against forgetfulness and diversion;
• Maintain your COMPETITIVE EDGE;
• Keep others (and yourself!) INFORMED of everything going on around you;
• ... and more !

   Still sounds simple? Don't think so.

All opinions expressed in this web site, unless otherwise noted, are my own, Michael Gaspard. If you notice any errors or have any suggestions for improvement, please let me know by e-mailing webmaster@mdpme.com. Thank you!

This web page was last updated on Friday, August 6, 2004.
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