Making Sound Decisions
“Buying a Maserati” –
I’ve had it. I’ve decided to quit my job today and go buy a Maserati. I don’t care for the schedule and the requirements of my work, and as for the Maserati, it’s something I’ve always wanted to have. But…something in the back of my mind whispered the caution that this might be a little bit impulsive, so I decided, contrary to my first inclinations, to think a bit about making these decisions wisely…that is, ones that usually end up with beneficial results. It is said that the two most common types of decisions that one is confronted with are those of acquisition or acquiring something (as in my buying a Maserati); and those of compliance or adapting to internal or external expectations or directives (as in my frustration and wanting to quit my job). In my case, that would mean my desires are to acquire a Maserati, My desire to avoid compliance with the external expectations of my unreasonable employer is to quit this job.
Unfortunately, I discovered that some experts on decision-making caution that all too often one finds themselves responding to either of these situations purely from an emotional framework, with sometimes disappointing and confounding consequences. So, I guess I may as well, at least briefly anyway, consider what might be a reasonable way of making “good” decisions.
One of the fellows who made some sense to me was a fellow by the name of Robert Audi who wrote a book in 1993 entitled: Actions, Intentions and Reason. In his book, he described a sequence of considerations to hopefully arrive at good and satisfying results of at least major decisions. So now, quitting my job today and buying my Maserati were on hold briefly, until I could process this a bit.
But before examining each of the individual components of decision-making described by Audi, I found it important to understand, and remind myself, that these specific stages of decision-making are not usually intentionally experienced in a rigid specific order or series, or even in every instance of decision-making. Even though the components of action theory are rationally connected by means of a logical sequence of considerations, there is also a coexisting parallel process taking place, like the running up and down a series of notes in a musical scale…extending into the next aspect of consideration, then returning to reconsider a previous one, back and forth, until some form of resolution is acquired. One stage of decision-making does not necessarily need to be completed before approaching further considerations.
Robert Audi places one’s initial considerations within the issue of Need. Intuitively, one understands that needs may be either actual or imagined. Sometimes what we consider a specific need really is actually a camouflaged Desire. Can I ask myself, do I want a Maserati because I need transportation around town, or is it a desire for status and attention? There is certainly a legitimate place for desire in the process of reliable decision-making, but it is to be responsibly considered to ensure that its presence does not undermine a beneficial result by means of excessive emotional preoccupation or distraction. If one wants to purchase something, and they realize that it is by means of desire, and they have the financial capacity to do so, and it is ethically responsible to do so, then that can certainly be a legitimate reason to purchase that article. But one must understand that they are doing so.
In my situation, I want a Maserati. My need is a means of transportation. My Desire is the emotional attachment to acquiring a Maserati; and this brings into play a third component of decision-making entitled “motivation.” Motivation can be two-fold: one’s “internal” beliefs and convictions, (i.e. “Maserati are the best made cars in the world.”) or one’s “external” motivations which are shaped by one’s past experiences, and social expectations. (i.e. “People will think I’m a cool dude if I drive a Maserati.”)
In the context of making decisions involving compliance or adapting to internal or external expectations or directives, one might consider my difficult work environment. One’s needs may be that of a less stressful work environment for health reasons, one’s desire may be that of a more gratifying and fulfilling job; and one’s motivation may be the conviction that one’s efforts should be meaningful and beneficial with a spirit of cooperation.
Following one’s needs, desires, and motivations, is a fourth component entitled, intentions. Intentions are comprised of one’s ideas of how one is to acquire or access the result of one’s decisions. In the case of me buying a Maserati, I would be choosing to do so over the options of borrowing or leasing one or hoping that I will be gifted one by a rich uncle. In the case of a person dealing with unreasonable expectations, it might involve considering a job change, or geographic location change, or a change in relationships.
Next is the issue of Volition, or an assessment of the commitment to act upon one’s needs and desires, motivations and intentions. It determines the difference between one’s pipe dreams and the actuality of pursuing a specific course of action. Am I making this decision on a whim, or am I fully committed to experience the work and sacrifice to make the decision beneficial? By having a realistic understanding of his or her commitment to actuate a need or desire, one can proceed with confidence, and hopefully avoid disappointing results. How committed am I to have a Maserati, perhaps at the expense of other needs or desires? How committed am I to find a more acceptable work environment, perhaps at the expense of temporary unemployment or at the risk and efforts of “retooling?”
A companion to the concept of volition is that of Agency. In the context of decision-making, it conveys the capacity to take action…the ability for an individual or group to act on their own behalf. Its roots stem from the Latin word, agere, which means “to do” or “to act.” Implicitly, this means one has the capacity, on their own, for acting upon a desire or need. “Do I possess the intellectual and emotional maturity to take independent action upon my needs and desires?”
The seventh component of beneficial decision-making described by Professor Audi is that of an evaluation of the Reasons for Action, which involves an assessment of one’s rational and emotional stimuli. Here is a time to pause, look honestly at my needs, desires, motivations, intentions, volition, and agency to seek to understand the role of the rational and emotional reasons for me wanting to buy a Maserati, or to find a different work environment. Are my emotions and desires driving my decision? Are they based on a rational understanding of my circumstances and motivations? Most of the time one discovers it is a bit of both. If for no other reason, this is really an essential, and integral part of understanding and self-perception required before going any further with making any final commitments or decisions resulting in long-term consequences. This requires some serious forethought.
The Means of an Action involves an assessment of the mechanisms to be utilized in accomplishing an action; its probability of success. How am I going to get this done? How am I going to pay for my Maserati? Do I have the funds saved up? If not, am I willing to go into any debt? What am I willing to sacrifice in other areas to do so? How will this affect other people?
If I change my current work environment, do I have the financial means to transition to a different, and perhaps lower paying job? Am I eligible for unemployment? Am I willing to work a part-time job? Can I afford my current rent?
Finalized Action: bringing about some state of affairs, getting it done…pulling the trigger. And this involves some courage, recognizing that there may be moments of regret to follow. It’s almost a given that one will have second thoughts. But rather than dwell on them, it can be helpful to learn from them, committing oneself to not dwell upon the past.
To Summarize: so, where have we been?
Process of Action described by action theory as described by Robert Audi[1] can be boiled down to these:
- Need – can be actual or imagined needs; “What is it that I actually need?”
- Desire is the emotion of acquisition, it’s the “I want.”
- Motivation – there are internal motivations consisting of beliefs and convictions; and there are external motivations consisting of past events, and experiences, socially derived expectations and customs, traditions, etc. The question is, “Why make this decision?”
- Intentions — the ideas of how to actualize desires. “What are my specific plans?”
- Volition – the commitment of the will to act.[i] “How strong is my commitment?”
- Agency — the capacity to act upon a need or desire; Agency is a concept that includes the ability for an individual or group to act on their own behalf. “Do I possess the personal resources to accomplish this goal?”
- Reasons for Action — the assessment of logical and rational and emotional stimuli. “Let’s look at the big picture.”
- Means of an Action — the assessment of the mechanisms to be utilized in accomplishing an action; its probability of success; “How do I accomplish this goal?”
- Finalized Action — bringing about some state of affairs. “Time to do it or not?”
Robert Aldi may not have it all right. But he offers some considerations for us to possibly use from time to time to improve our chances of arriving at the decisions that are most beneficial. This process of decision-making is not to painstakingly go through each stage with prolonged consideration, nor to seek out a ritually followed recipe for success. Rather, it serves only as a outline or sketch that one might use occasionally for major or pivotal decisions. The answers to those considerations will vary from one person to another and from one circumstance to another. They’re not the considerations we use for every simple decision, but can be used perhaps in some of the more major decisions which can result in the most important consequences for ourselves and for others.
Most of the time, we make decisions automatically, in the blink of an eye…which is OK, but there may be pivotal times, like before suddenly quitting my job or spending $100,000 on a Maserati, when taking a bit more time to reflect, can be not only helpful, but wise.
Now that I think about it, for now, I think I’ll start a job search and hold off on the Maserati!
[1] Robert Audi, Actions, Intentions and Reason (New York, Cornell University Press, 1993)