Understanding Decision Fatigue

Recently there has been a lot of discussion about whether the time of day you make a decision impacts the quality of that decision. Well, the evidence is clear that there may be an impact. It is called decision fatigue and it describes a phenomena where the quality of one's decisions made later in the day deteriorates.

The research shows that during the day one's mental energy is depleted, particularly if you focused on complex tasks and decisions. Decision fatigue can cloud a person's judgment and explains undesirable behaviors such as losing focus during meetings, getting angry with colleagues, becoming impulsive or making decisions without consideration of the consequences.

There are things you can do to minimize the effect. They include:

• recognizing the problem and monitoring your behavior during the day;
• planning your day so that you schedule important meetings and decisions early in the day;
• avoiding back-to-back meetings so that you have time to recharge your 'mental energy' between meetings;
• taking short mental breaks;
• sleeping on decisions and avoiding making complex decision late in the day; and
• being clear about your goals so that you minimize the drain of energy associated with sorting through complex issues.

A Research Brief that describes this term more fully is available at the Resources page on my website at http://ronwilliamson.com. I would enjoy hearing from you about your experience with decision fatigue and ideas you may have for avoiding the impact.

Beliefs and Decision-Making

In several of my courses we talk about personal belief systems and how they shape the way we do our work and make decisions. The challenge is that in any school people often hold different beliefs, grounded in their own unique experiences. This leads to some pretty intense discussions about beliefs, about ethics, and about "right and wrong." I'm always looking for ways to extend the discussion and provide school leaders with tools they can use to think about the different beliefs present among their teachers, staff and community.

This week I saw an article on edutopia that was especially helpful in thinking about this issue. The article, Teacher Collaboration: When Belief Systems Collide, by Elena Aguilar, is built on Garmston & Costa's work in Cognitive Coaching where they discussed the ideologies that shape educators' decision-making. I want to share the article and hope you find it useful to think about your own personal "ideology" and how it shapes what you do and how you see the work, and motives, of others in your school and community.

As always, I'd welcome your thoughts about this topic.

Decision Fatigue

Recently there has been a lot of discussion about whether the time of day you make a decision impacts the quality of that decision. Well, the evidence is clear that there may be an impact. It is called decision fatigue and it describes a phenomena where the quality of one's decisions made later in the day deteriorates.

The research shows that during the day one's mental energy is depleted, particularly if you focused on complex tasks and decisions. Decision fatigue can cloud a person's judgment and explains undesirable behaviors such as losing focus during meetings, getting angry with colleagues, becoming impulsive or making decisions without consideration of the consequences.

There are things you can do to minimize the effect. They include:

• recognizing the problem and monitoring your behavior during the day;
• planning your day so that you schedule important meetings and decisions early in the day;
• avoiding back-to-back meetings so that you have time to recharge your 'mental energy' between meetings;
• taking short mental breaks;
• sleeping on decisions and avoiding making complex decision late in the day; and
• being clear about your goals so that you minimize the drain of energy associated with sorting through complex issues.

A Research Brief that describes this term more fully is available at the Resources page on my website at www.ronwilliamson.com. I would enjoy hearing from you about your experience with decision fatigue and ideas you may have for avoiding the impact.

Consensus - The "Fist to Five"

Building consensus can be a challenge. While often the preferred way to make decisions, consensus can be fleeting. It doesn't mean that everyone agrees wholeheartedly with the decision, but it does mean that everyone can support the decision. At a minimum, everyone should agree they can live with the decision.

One tool I've found to be useful is "Fist to Five." It can help you seek common ground and is a quick way to assess the support among every participants. Ask every participant to indicate their level of support from a closed fist (no support) to all five fingers (enthusiastic support). Most groups I work with agree that the discussion continues until everyone holds up at least three fingers. Here's the complete set of descriptors adapted from those prepared by Adventure Associates (2009)

Fist	“I need to talk more on the proposal and require changes to support it.”
1 Finger	“I still need to discuss some issues and I will suggest changes that should be made.”
2 Fingers	“I am moderately comfortable with the idea but would like to discuss some minor things.”
3 Fingers	“I’m not in total agreement but feel comfortable to let this idea pass without further discussion.”
4 Fingers	“I think it’s a good idea and will work for it.
5 Fingers	“It’s a great idea and I will be one of those working to implement it.”

I've used "Fist to Five" many times and it is always helpful to gauge the level of support for a decision. I'm convinced that we made a better decision when we worked to build a higher level of support. I'd enjoy hearing from you about how you work with groups to reach agreement. I'd also enjoy learning about your experience using the "Fist to Five" approach.

Force Field Analysis: A Tool for Decision-Making

I'm always looking for tools that can help groups may decisions or select a strategy. One I've used regularly is the Force Field Analysis. It can help to identify a clear course of action and is anchored in the belief that every idea has both advantages and disadvantages.

When you use a Force Field Analysis you consider both the driving forces and the restraining forces, the things that facilitate and inhibit change. Driving forces are the things that affect an issue and push it in a particular way; they tend to be things that initiate a change and keep it going. Restraining forces are those things that act to restrain or decrease the driving forces.

Start by stating the problem or desired outcome in clear, concrete terms. Then discuss and identify those factors working for and against the desired state. Then review and clarify each factor assigning a score from 1 (weak) to 5 (strong), or high, medium or low. Finally, discuss the factors and their scores. The discussion often helps you identify appropriate next steps and become the focus for a plan of action.

There are many tools to help with decision-making. I like the Force Field Analysis because it tends to depersonalize the discussion. I'd enjoy hearing from you about other ways you use to help with decision-making.