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Taking a decision to change is not easy. It stands for leaving the known behind, a new orientation, hopefully for the better. Two things are coming together, future and past, merging like traffic after a highway exit. Phrases like "We've always done it this way!" are used to justify motionlessness and standstill. Then again, you'd rather be the driver and become part of the future you helped shaping. Like a Samurai, we are encouraged to take tough decisions "within the space of seven breaths."
Taking Informed Decisions
Decide to Succeed. While many people are generally reserved towards turnarounds in their lives, one may be surprised that some changes may open doors you didn't even know existed. As part of positive thinking, we should approach challenges and opportunities rather than just seeing problems. Problem management theory in IT service management outlines that not every incident, every disruption of the regular way how things function, may become a problem. Sometimes the resolution becomes routine, as work-arounds already exist for known errors. In other cases, detail analysis is necessary to determine and isolate the underlying root cause and install a permanent solution. Just remember: Don't fix what's not broken!
A simple sign and motto for life at a Seoul Subway Station. In the end, it is our decision how fast we pace our life; one of those very impactful decisions, we possibly make unconsciously. We may not always be fully aware that we have just set the direction one way or the other by deciding or not deciding something, although it just has happened.
Waiting for a table at Blue Water Grill... patience rules in life. With respect to important decsions though, the "Hagakure," book of the Samurai, teaches us to think hard and then, as the moment of the decision has arrived, "in the words of the ancients, one should make his decisions within the space of seven breaths."
Lamb or Wolf? It is better to change early on out of a position of strength than waiting up to the last minute, when it might be just too late? Or is it better to ignore certain writings on the wall, not to overreact immediately, but instead wait and pray that "this cup may pass from me." One may at the same time attempt to prove the own added value by convincing through hard work. Keeping low profile can help certain situations. Or will those, who remain in motionless repose be led to the slaughter like a gentle lamb? Others will leave the ship in turbulent waters and may even manage to grab some bacon on the way out. As expectations for fair play turn out to be one-sided, isn't any drowning person obliged to lash about as the waves close over his head?
Trust Yourself – Trust Your Inner Self. The other day I read an article in a science magazine under the catching headline "The unconscious often makes the best decision." Not always that is, but often! In fact, the conscious mind can process up to seven pieces of information simultaneously. It can handle about forty to sixty bits per second, equivalent to the information flow during reading. Its strength is not speed but precision in the analysis of facts, but its biggest weakness is that it is quickly overwhelmed. When we list a number of pros and cons to visualize the facts, we often do not consider those impulses and feelings, which are beyond words to describe.

Good Gut Feeling. The unconscious can handle almost unlimited information with a processing speed of more than ten million bits per second. Following the method of pattern recognition, it often makes the best possible decisions, even if we may not be able to explain the rationale behind our choice. People tend to be happier about spontaneous decisions, as opposed to those following lengthy review and consideration. Complex choices that are made unconsciously tend to greater accuracy and a higher degree of satisfaction. It may be that our initial gut feeling is often right in what it knows "deep inside," as it points us towards optimal opportunities we shouldn't miss by considering hidden drivers, which cannot be easily put into words.
Analysis Paralysis – Excuses to Slow Down. Maybe, if, could be, possibly, not sure, more or less, questionable, it depends... Do you recognize these non-committal statements from your environment, whenever they come to speak about future plans that may impact you and do you have a problem with that? Some people are not very decisive. They attempt to avoid judgment, commitment, and accountability. "We have to analyze it more," is a good excuse to avoid premature misjudgment and buy more time for making up one's mind. But sometimes, the harder one may be thinking about a major choice in life, the worse the decision may get. All too often, taking decisions is a matter of feeling comfortable and motivated. Although everyone is ultimately responsible for the own motivation, one can create an environment, where people choose to be motivated.
Diversion, Delay, and Decision. For most people it goes without saying that difficult decisions need to be considered carefully. As much information as possible is collected in order to understand the bigger picture and be in a position to make the perfect choice. We twist our minds thinking about what would be if things were decided one way or the other. What is the best and worst case scenario for the future? What are the strengths, weaknesses, opportunities, and threats that may influence our decision? Considering all possible circumstances and potential risk, one-time chances are easily delayed and dismissed. Apparently, we tend to think about things too much. Analytical review is very helpful, but thinking things over and over (and over and over) again may not only be tiring but rather lead to what we know as analysis paralysis, a common disease?
Go to the next pages to read about Change.
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