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對(duì)于大多數(shù)人來(lái)說(shuō),，決策是一個(gè)令人頭疼的問(wèn)題。他們會(huì)因?yàn)楹ε禄蚋械讲淮_定而猶豫不決,，或者僅僅是因?yàn)闊o(wú)法承受這一切,，不知道應(yīng)該從哪里入手。

領(lǐng)導(dǎo)者會(huì)做出一般人無(wú)法或愿意做出的決策。但最優(yōu)秀的領(lǐng)導(dǎo)會(huì)使用某種機(jī)制來(lái)確保其選擇最優(yōu)的方案,，并減少任何潛在的不利影響。

我還記得,，我曾經(jīng)與施瓦茨科普夫?qū)④娪懻撨^(guò)導(dǎo)師的事情，這些導(dǎo)師曾經(jīng)塑造了我們對(duì)生活和決策的認(rèn)知,。他曾經(jīng)談到他在成為我們?nèi)缃袼熘摹癝tormin’ Norman”之前曾經(jīng)效力過(guò)的一位將軍。他提到了一件事情,，有人要求這位將軍對(duì)沉寂了近10年的一件事情做決定。這位將軍看了看這些人,，然后說(shuō)：“先生們,，答案很明顯,?！比缓笏憬o出了答案,。他說(shuō)：“這就是我們的決定。開始做吧,?！?/p>

在這些人離開后，施瓦茨科普夫走到將軍眼前說(shuō)：“可否允許屬下發(fā)言,？”將軍回答道：“當(dāng)然,?！笔┩叽目破辗蛘f(shuō)：“將軍,，我覺得您完全不知道這些人都在討論什么,。”

這位將軍笑了笑說(shuō)：“沒錯(cuò),。我對(duì)此一無(wú)所知,?！比缓笏f(shuō)：“但是你知道嗎，10年來(lái)沒有一個(gè)人愿意為這件事情做決策,。10年來(lái)，他們一直在討論這件事情，各種反復(fù),，其中不乏一些最精明強(qiáng)干的人,，但他們依然沒能提出任何解決之道,。所以可想而知,，我們得選一個(gè)方法并加以實(shí)施,。這就是我剛剛做的事情。因?yàn)槲矣X得,，如今所有那些最優(yōu)秀的人都會(huì)開始著手去做，也許會(huì)奏效,，也許不會(huì)。但他們會(huì)知道這條路行不通,，然后我們?cè)偃ジ淖兎较?，繼而走上正軌。但目前的問(wèn)題在于,，這件事情已經(jīng)成為了毫無(wú)任何進(jìn)展的僵局,。決策就是力量，我來(lái)這里的目的就是做決策,。這也是我的職責(zé)使然,。當(dāng)領(lǐng)導(dǎo)的就得擔(dān)負(fù)這個(gè)責(zé)任?！?/p>

試想一下,，在決策時(shí)追求完美實(shí)屬愚蠢。人們必須拋開恐懼,，拋開對(duì)失敗的擔(dān)憂。唯一的失敗就是未能做出任何決策,，也就是推卸你明知道必須由自己擔(dān)負(fù)的責(zé)任,。

當(dāng)我做艱難的決策時(shí)，我會(huì)使用六步流程,，它不僅能夠幫助我做出最佳決策,，同時(shí)還可以減少任何決策的不利影響，因?yàn)槲覀兌贾罌Q策擁有什么樣的力量,。

該機(jī)制被稱為OOC/EMR,。需要說(shuō)明的是，所有這一切都應(yīng)該通過(guò)書面完成，這樣就不會(huì)因?yàn)榭赡艹霈F(xiàn)的情況而步入死循環(huán),。

步驟如下：

明確你要的結(jié)果。

你希望得到什么樣的結(jié)果,？為什么要實(shí)現(xiàn)這一結(jié)果,？你必須明確了解自己希望獲得的結(jié)果及其重要性順序。記住,，首先是原因，隨后才是答案,。

了解自己都有哪些可選方案,。

寫下所有可供自己選擇的方案，包括那些乍一聽不太現(xiàn)實(shí)的方案,。記住以下原則：只有一種方案意味著毫無(wú)選擇可言；兩種方案會(huì)讓你陷入兩難境地,；三種方案才能讓你有選擇的余地,。不管你喜歡與否，把所有可選的方案都寫下來(lái),。

會(huì)有什么樣的后果,？

每一種方案都有哪些優(yōu)缺點(diǎn)？你能夠通過(guò)這些方案獲得什么,，以及付出什么樣的代價(jià),？

對(duì)你的可選方案進(jìn)行評(píng)估。

評(píng)估每一項(xiàng)方案的優(yōu)缺點(diǎn)（后果）,，并回答以下問(wèn)題：

1. 會(huì)給預(yù)期結(jié)果帶來(lái)什么樣的影響？

2. 每一項(xiàng)優(yōu)缺點(diǎn)對(duì)于實(shí)現(xiàn)預(yù)期結(jié)果有多重要（1-10分）,？

3. 有利/不利影響發(fā)生的概率是多大（0-100%）,？

4. 如果在實(shí)際中執(zhí)行這套方案，那么會(huì)獲得哪些情感利益或產(chǎn)生什么樣的后果,？

在完成這個(gè)步驟之后,，你便可以刪除清單中的一些方案。

規(guī)避損失,。

評(píng)估每項(xiàng)剩余方案的不良后果,。然后思考替代方式來(lái)消除或減少這些負(fù)面影響。

決心,。

根據(jù)最為可能發(fā)生的后果，選擇最能夠確保你實(shí)現(xiàn)預(yù)期結(jié)果或需求的方案,。

1. 選擇最佳方案,，強(qiáng)化自身決心,，確保其奏效。

2. 要堅(jiān)信,，不管發(fā)生什么,，這個(gè)方案都會(huì)讓你旗開得勝。

3. 設(shè)計(jì)實(shí)施計(jì)劃,，然后盡最大努力去實(shí)施,。

記住，最好是先制定決策,，然后觀察是否需要調(diào)整你的方法,，而不是依然在決策面前猶豫不決。（財(cái)富中文網(wǎng)）

托尼·羅賓斯是一名企業(yè)家,、暢銷書作者、慈善家以及生活和俄商業(yè)策略師,。38年多以來(lái),，他一直為全球最優(yōu)秀的運(yùn)動(dòng)員、明星,、《財(cái)富》美國(guó)500強(qiáng)企業(yè)首席執(zhí)行官，甚至是國(guó)家總統(tǒng)提供過(guò)咨詢和培訓(xùn)服務(wù),。

譯者：馮豐

審校：夏林

Most people are anemic when it comes to decision-making. They get paralyzed by fear or lack of certainty – or they just get overwhelmed and don’t know where to start.

Leaders make the decisions that no one else can – or will – make. But the best ones use a system to ensure they are choosing the best possible option and reducing any potential downside.

I remember one time I was talking to General Schwartzkopf about mentors that have shaped our beliefs about life and decision-making. He spoke of one of the generals that he had worked for, before he was the “Stormin’ Norman” we know him as today. He recalled a situation in which the man was asked to make a decision that had been stagnant for almost 10 years. The general just looked at them and he said, “The answer is obvious, gentlemen.” And then he gave them the answer. He said, “That’s our decision. Move on it.”

After they left, Schwartzkopf went up to the general and said, “Permission to speak freely?” He replied, “Certainly.” He said, “General, I know you don’t have a clue what those guys were even talking about.”

The general smiled at him and he said, “You’re right. I didn’t understand all of it.” And he said, “But you know what? This has been a decision that no one’s been willing to make for 10 years.” He said, “For 10 years they’ve talked about it, going back and forth. The best minds have been on it, and they can’t decide one way or the other, so you know what? We need to pick one and do it. So I just did. Because I believe that now all the best people are going to go to work on it, and they’ll either make it work or they won’t. They’ll see it’s not working, and we’ll change directions, and we’ll do what’s right, but what’s happened right now is a logjam of nothingness. Decisions are power, and I’m here to make them. That’s what I’m in position for. That’s what I’m a leader for.”

Think about it. Trying to be perfect when it comes to decision-making is insane. You’ve got to stop being fearful; you’ve got to stop worrying about failure. The only failure is failing to decide, putting off what inevitably you know you need to do.

When I make tough decisions, I use a six-step process that not only helps me make the best possible decision, but also reduces the downside of any decision, because we all know that decisions have power.

The system is called OOC/EMR. I should mention that all of this should be done on paper so you don’t get stuck “l(fā)ooping” through potential scenarios.

Here’s how to use it:

Get clear on your outcomes.

What is the result you are after? Why do you want to achieve it? You must be clear about your outcome(s) and its (their) order of importance to you. Remember, reasons come first, answers come second.

Know your options.

Write down all of your options, including those that initially may sound far fetched. Remember this principle: One option is no choice. Two options is a dilemma. Three options is a choice. Write down ALL options whether you like them or not.

What are the consequences?

What are the upsides and downsides of each option? What do you gain by each option and what would it cost you?

Evaluate your options.

Review each of their upsides and downsides (consequences). Ask yourself:

1. What outcomes are affected?

2. How important (on a scale of 0-10) is each upside/downside in terms of meeting your outcomes?

3. What is the probability (0-100%) that the upside/downside will occur?

4. What is the emotional benefit or consequence if this option were to actually happen?

After completing this stage, you will be able to eliminate some options from your list.

Mitigate the damage.

Review the downside consequences for each of your remaining options. Then, brainstorm alternative ways to eliminate or reduce those downsides.

Resolve.

Based on the most probable consequences, select the option that provides the greatest certainty that you will meet your desired outcomes and needs.

1. Select your best option and strengthen your resolve to make it work.

2. Resolve that, no matter what happens, this option will give you a win.

3. Design your plan for implementation and then take massive action.

Remember, it’s better to make a decision and monitor to see if you need to shift your approach than to remain paralyzed in indecision.

Tony Robbins is an entrepreneur, best-selling author, philanthropist and a life and business strategist. For more than 38 years, he has consulted and coached some of the world’s finest athletes, entertainers, Fortune 500 CEOs, and even presidents of nations.