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压力重重,如何抉择

时间:2011-01-12 07:55 点击:
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  生活的本质和社会的特性使我们常常不得不在重重压力下做出重要的决定。时间,情感或其他都可能是导致压力产生的原因,而在这种状态下做出决定是不明智的,因为我们不能客观的考虑事情或者说做出决定的过程不够客观--由此产生的恶果可能会困扰我们很长的时间。

我所做出的每一个重要决定几乎都是由于形势所逼而且当时压力重重。但是,这也使我可以从中总结了一套方法,顶住压力,不受干扰,做出正确的决定。人不可能消除受情感和环境的影响所产生的偏见,主观性是人性的一部分,但是我们可以把偏见降到最低的程度--用一套可靠的方法在困境中做出正确的选择。下面就来教你怎么做、

1,分析状况

知识就是力量。对于这个决定和它的意义,你了解的越深,越有利于你做决定。要做的第一步就是调查研究,学习相关资料,直到你对它了如指掌。

调查研究要用多种方法。无凭无据的言论,如最信任的朋友的意见都不要去相信,而是要吸收,这很重要。有根据的资料也很重要,有人说这是最重要的,但是,在我看来,有根据的资料与那些“过来人”的意见的结合才是最好的,有益的。这样可以减少由于市场传媒或商业投资所渗入的(看似)客观的文章所带来的影响。

集腋可成裘,要掌握大局,要巨细靡遗,想尽办法进行调查研究。

2 预测结果

确定了资料后,你必须对结果有个暂时的预测,你当然不可能知道未来,但是你所收集的资料能帮你预测未来。预测不同的选择会带来的各种不同效果。短期效应是什么?长期效应(通常也是更重要的效应)是什么?我的决定是否以及如何影响到他人?

你很容易纠缠于细枝末节而导致最后的决定只建立在小细节或短期效应的基础上。在费了功夫做了一番调研后,你的决定可能由于考虑过细而受影响。所以,仔细想想每一个决定在不同阶段对你产生的影响,这是很重要的,能帮助你恢复洞察力。

3 咨询事外人

与事外人商讨。这里的事外人不是你的朋友,而是在你需要决策的领域的专家或学者。第一步所做的调查研究只是找出既存的资料,这些资料是静止的,只是(也应该只是)一种客观描述,不能针对你的情况给出相应的意见,而作为事外人的专家却能给出不带感情的给出好的建议。

但是作为事外人的专家给出的建议也不一定是最好的,这其中也有一部分主观性。如果你觉得你不能接受这些建议或是它们与你的核心价值观或信念相违,那就不要理会它们,追寻其他的建议或参考专家们所给的最可行的建议,这也不失为明智之举。

4付诸实践

决定难做,让你觉得压力重重,不仅是因为做出决定难,还因为把它们付诸实践难。如果你意志坚决,并得到了正确的建议,那么行动起来应该没有阻碍。这并不表示这样做最好。最简单的通常不是最好的。做最后决定的时候,你都要跟自己确认一下,然后付诸实践。只要情况允许,马上开始行动,因为一旦你走出第一步,想要回头就更难了。

我们刚刚跨入新年,一切都是未知。很多人想在新的一年改变一下生活,做出重大决策,更多人则还活在去年所要面对的艰难中,所以我适时的在这里对这些面对困难或是想要改变的人们提出建议,希望能帮你们渡过难关。

我不可能在你做决定时手把手的教你该怎么做。如果全世界所有的压力都在你头上,而你还能做出明智的选择,说明你很了不起。但是,形势随时都可能来个大逆转,我们有很多可以调整的原则帮你渡过难关,这些原则又是固定不变的,遵循它们,下一步该怎么走,你自然就会知道。

译文:How to Make Decisions Under Pressure


Thanks to the nature of life and society, we’re often forced to make our most important decisions under pressure. Whether that pressure is caused by a lack of time, emotional duress, or something else entirely, it’s hardly the best state in which to make reliable decisions. Without a way to switch into an objective mindset — or at least a process to deal with decisions objectively — you could wind up making a bad decision that’ll bite you for years to come.

Almost every important decision I’ve ever had to make has been made out of necessity and under pressure of various kinds, and that’s given me the chance to work out a process that I can use to work through them in a detached way. You can never eliminate all the bias that comes from emotions and circumstances. Subjectivity is inherently part of being a human being. But you can minimize that bias through the use of a reliable process and make the most of a bad situation. Here’s how.

1. Know the Situation

Knowledge is power. The better you understand the decision and all that it entails, the more likely you are to make a good decision. The first step of the process is to put your research skills to use and study the relevant material, study it until you’re intimate with it.

Employ various research techniques. Don’t rely on anecdotal evidence, such as the opinions of trusted friends, but acquire it — it matters. Hard information matters, and some people would say it matters the most, but a healthy mixture of hard information and the opinions of those who have “been there and done that” is best in my opinion. It serves to reduce the sway that media manipulation by marketers or vested interests may have wielded through the bias in (what seems to be) objective texts.

You want to know the big picture, and you want to know the fine print. Leave no stone unturned, because the small pebbles in their aggregate have just as much weight as the big rocks.

2. Know the Outcomes

From the certainty of information, you must turn to the tentative vacillation of prediction. There’s no way you can know the future, but the knowledge you have gathered will help you to get closer to it. Make the best prediction you can as to the outcome of the various options you have at your disposal. What are the short-term effects? What are (more importantly, usually) the long-term effects? Will the effects of my decision affect the lives of others and how?

It is too easy to get caught up in the minutiae of your decision and make your final choice based on small factors or short-term effects. After doing heavy research, the quality of your decisions can be affected by familiarity blindness. So it’s important to take a careful look at where each decision puts you in a week, a month, a year, a decade. This helps you regain your perspective.

3. Consult with the Objective

Talk to objective people — people who aren’t your friends — who are experts or knowledgeable in the area you need to make a decision in. Research as done in the first step is about finding out all the information that is out there already. It’s static information and can’t be tailored to your situation because it (should) just describe what is. Objective experts can look at your situation, and without emotional attachment to you, give advice on the best course of action.

But what is objectively the best course of action as far as an expert is concerned isn’t always the best course of action. It usually is, but subjectivity does play a part. If you don’t feel you could live with the results of the decision they suggest or it doesn’t align with your core values and beliefs, it’s not stupid to pass the advice over. Seek a second opinion or go for the next most workable suggestion on their list.

4. Commit

The thing about difficult decisions, and decisions you need to make under pressure, isn’t just that they’re hard to make in the first place. It’s that they’re hard to commit to. If you’ve followed a sound process for determining the best course of action, and the advice you have attained is sound advice, the best course of action should be clear by now.

That doesn’t mean it’s the easiest course of action. The best one rarely is the easiest. Be sure when you make your final decision, and commit to it. Start implementing it as soon as your situation allows, because once you’ve made the first steps it’s harder to fall back into your indecision.



We have all just entered into a new year, and an uncertain one at that. It’s a time when many people want to make changes in life and make big decisions, and we also live in a time when many more people are facing difficult times than they’ve had to in years past. So it seemed pertinent to suggest a way of dealing with these things, and I hope these guidelines help you through.

It’s impossible to give a process of flow chart-like proportions that will hold your hand throughout every step of the decision-making process. That’d be great for making the best choice even when the pressure of the world is doing your head in, but the situation that comes with each decision changes too much for that. We’re left to deal with principles that are flexible enough to help us through many different situations, but they’re solid principles, and followed properly, the finer steps will reveal themselves.

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