It happens at an early age, through how we interact with children, they come to view most decisions as a choice between right and wrong. And this idea carries on into adulthood.

And yet, decisions are rarely a choice between right and wrong; decisions are most often judgements between alternatives. And there are usually more than two alternatives. Even though we are looking for right and wrong, none of the alternatives more provably more right than the others. This is why it is a judgement.

All of the choices will have facts to support them, but often the facts will be used to support different alternatives. So, while facts are helpful, it’s good to realise our perspectives shape the experience of those facts.

So what do we do?

First off, acknowledge there is unlikely to be a ‘right’ or ‘wrong’ choice.

Second, be clear on the ‘metric’ you are using for the judgement (i.e. what does success look like after this decision? In what timeframe do you expect to see change?)

Third, invite different perspectives than your own into the discussion listening for the ‘why’ and the nuances to the context each will bring. Complexify yourself. Encourage (civil) debate between perspectives to tease out the nuance.

Fourth, make a judgement and communicate your why for making it.

Lastly, monitor your metrics.

Photo by Joshua Coleman