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Don't ever feel bad for making a decision about your own life | Make and  be confident in your own decisions

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How to make difficult decisions (and not just for work

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Making difficult decisions is…well, difficult. It helps to have a process to help you on your way. This infographic gives you that process and it will help you 

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Decisions that are costing you top talent | SmartBrief

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The Science Behind Smarter Decision Making

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The Science Behind Smarter Decision Making

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Every one of us make dozens, if not hundreds of small to big decisions on a daily basis.

Some don't impact our lives at all, while some can change the outcome of our entire lives.

Whether it's trying to figure out which job you should take, deciding to quit your job to start a business, move to a new city - these decisions are never easy.

Yet there are people who we can learn from who make highly impactful decisions on a regular basis, and they've developed mental models to help them make smarter decisions.

We've curated our 7 favorite mental models for you to enjoy.
1. 10/10/10 Rule Short term vs Long term
After reaching the top pinnacle of the publishing industry, one of the mental models that Suzy Welch adopted to help her navigate through tough personal and professional times is called the 10/10/10 Rule.

Most of us have been guilty of making decisions without thinking about the long term consequences, and the 10/10/10/ rule can used to reflect on the long-term by asking yourself:

How will we feel about it 10 minutes from now?

How about 10 months from now?

How about 10 years from now?

It's easy to make short-term decisions that may be beneficial 10 minutes or 10 months from now, but these types of decisions usually don't benefit us in the long-term. What's harder is to make decisions that may not appear attractive or impactful in the short-term, but over time can have a positive impact in your life.

Whenever you're struggling to go to the gym, resist temptations to eat junk food, or overcoming the difficulties of learning a new skill, use the 10/10/10/ Rule to think not only about how you'll feel about it later today, but also years from today.
2. True Fans Relationships
"A True Fan is defined as someone who will purchase anything and everything you produce. They will drive 200 miles to see you sing. They will buy the super deluxe re-issued hi-res box set of your stuff even though they have the low-res version. They have a Google Alert set for your name. They are true fans."
-Kevin Kelly, Founder of Wired Magazine

Kevin Kelly is world famous for being a futurist, technologist, and the Executive Editor of Wired Magazine.

Amongst the many revolutionary school of thoughts that Kevin incepted, the 1,000 True Fans is definitely one of the most notable. The accessibility and distribution of information today empowers any artist, creative, or entrepreneur to make a real impact in their life and career by forming true fans (whether it's 100, 1,000 or 10,000).

The point here is that instead of trying to please the mass, most of us will be far better off by making a few love us. While this mental model may be targeted at artists or entrepreneurs, it can be applied to pretty much anything that involves relationships.

Applying the model of True Fans to your current personal and professional relationships will help you rethink and optimize how you're approaching these relationships effectively. Having the right person love you is often far more beneficial than having a hundred who've just heard about you.

3. Pareto's Law Being effective, not just efficient
"Focus on being productive instead of busy."
-Tim Ferriss, New York Times Bestselling Author of The Four Hour Workweek

In anything we do, there's always ~20% of activities that will deliver 80% of our desired results.

The origin of Pareto's Law came from an Italian Economist, Vilfredo Pareto, who noticed that 80% of wealth and land were controlled by only 20% of the people. Today, this concept has been applied to business, health, expenditures, etc.

For example:

80% of our expenditures come from 20% of sources (i.e. rent, mortgage, transportation)

80% of our profits come from 20% of customers

80% of our happiness come from 20% of people in our lives

It's easy to be wrapped up in 'busy' work without ever getting anything done. Pareto's Law is a useful mental model to be more effective, rather than just be efficient.
4. Regret Minimization Framework Thinking long-term
When Jeff Bezos, the CEO of Amazon.com, was facing the dilemma of leaving his steady job at a Hedge fund to start Amazon, he applied what he now calls the "Regret Minimization Framework."

Here's his explanation of the mental model:

"If you can project yourself out to age 80 and sort of think, 'What will I think at that time?' it gets you away from some of the daily pieces of confusion. That's the kind of thing that in the short-term can confuse you, but if you think about the long-term then you can really make good life decisions that you won't regret later."
-Jeff Bezos, CEO of Amazon

While Suzy's '10/10/10 Rule' focuses more on day to day short-term vs. long-term decisions, Bezo's 'Regret Minimization Framework' is applicable for anyone making big jumps in their personal and professional life.

It could be leaving a job to start a company like Bezo's, deciding to go live in another country, or even committing your life to someone else.
5. Eisenhower Matrix Time allocation
"What is important is seldom urgent and what is urgent is seldom important."
-Dwight Eisenhower

Dwight Eisenhower lived one of the most productive lives you can imagine.

Serving as the 34th President of the United States, he launched programs that directly led to the development of the Interstate Highway System in the United States, the launch of the internet (DARPA), the exploration of space (NASA), and the peaceful use of alternative energy sources (Atomic Energy Act).

It's no wonder why his methods for time management, decision making, and increasing productivity has been studied by many people.

Out of the mental models Eisenhower used for smarter decision making, his most productive one was the Eisenhower Matrix.

The way it works is simple.

Whenever he was faced with a decision, activity, or task, he categorized it into one of four categories:

1. Urgent and important (tasks you will do immediately).

2. Important, but not urgent (tasks you will schedule to do later).

3. Urgent, but not important (tasks you will delegate to someone else).

4. Neither urgent nor important (tasks that you will eliminate).

According to Stephen Covey, the bestselling author of 7 Habits of Highly Effective People, we should be spending a majority of our time in #2: Important, But Not Urgent.

The most important activities that truly move the needle rarely involve putting out fires. Rather, it's activities or decisions that involve strategic planning for the future - personally or professionally.

It's just a matter of making time for it in our schedule, and the most effective way to make time for it is to Delegate (#3) or Eliminate (#4) the non-essential tasks.
6. Parkinson's Law Saving time
"Work expands so as to fill the time available for its completion."

Willpower is finite. Some of us may have more than others, but it will always plateau over time.

This is Parkinson's law.

If we're given three hours to complete a task that normally would take an hour, we'll find a way to fill those three hours. However, when we're down to the final thirty minutes, we're suddenly feeling the pressure to get things done.

This is a mental model that only you can apply yourself. It's unlikely that your boss or organization will ask you to work less hours, which means you need to place artificial time limitations when you're working.

Instead of giving yourself a week to complete a project, break it into smaller activities, and set multiple deadlines during the week to finish them.

Using restriction to your advantage will actually create more freedom for yourself, not less.
7. Circle of Competence
Doubling down on your strengths

"I'm no genius. I'm smart in spots-but I stay around those spots."
- Tom Watson Sr., Founder of IBM

Throughout our lives, we've been told to fix our weaknesses instead of focusing on our strengths.

But when you study the most successful athletes, business leaders, and influencers, there's a consistent mantra that's preached - stick to your circle of competency.

"You have to figure out what your own aptitudes are. If you play games where other people have the aptitudes and you don't, you're going to lose. And that's as close to certain as any prediction that you can make. You have to figure out where you've got an edge. And you've got to play within your own circle of competence." -Warren Buffett

It's unlikely that you're going to be the best tennis player in the world, as well as being an Oscar-winning actor. Success in anything takes an immense amount of discipline, sacrifice, and most importantly, time.
We can work to expand our circle of competence over time, but become self-aware enough to know where you stand today, and never be afraid to say "I don't know."
What are your mental models?
The more mental models we can refer to, the more likelihood of us making smarter decisions when it matters. We've given you our top 6, and we'd love for you to share any mental models that you've used to make better decisions.

This post originally appeared on Rype blog

Read next: Apple hasn't updated the MacBook Pro in 440 days because it forgot what computers were

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The Science Behind Smarter Decision Making: 7 Mental Models To Know

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Every one of us make dozens, if not hundreds of small to big decisions on a daily basis. Some don't impact our lives at all, while some can change the outcome of our entire lives. Whether it's trying to figure out which job you should take, deciding to quit your job to start a business, ...

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6 Questions to Ask Before Making Big Decisions

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6 Questions to Ask Before Making Big Decisions

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Until our early 20s, many life decisions are made for us.

We're told to attend school, we're told to do our best, we're told what's socially acceptable and what's not- we're raised by our families, our friends, and our society.

So when it's time to make a big decision later in life, we're often found unprepared. I've never had to choose between two things in which one is not clearly the answer, we realize. What do we do now?

The truth is, wise decision-making is a skill that requires practice. It feels even more intimidating to practice that skill when your job, relationship, education or passion is at stake.
How can we practice on reality?
Here's the tough realization we all have to come to: when there's no absolute dichotomy of the moral vs. immoral decision (or legal vs. illegal decision), what we choose comes down to wisdom.

And we gain wisdom in practice, in seeking counsel, and in choosing to grow as human beings.

A story from childhood

When I was in 5th grade, I applied to attend a different middle school. One of the application questions was: If you could invent anything, what would it be?

I still remember my answer: I'd invent a book with all the answers. I think I called it a "mother book," because when I was that age, my mother had all the answers.

I wanted a book that would tell you what to do at a crossroads where there was no clear right or wrong. In fact, I wanted there to be a clear right or wrong; I didn't want to figure that out for myself.

I wanted a parent-like person in my life to always tell me what to do. I didn't want to be alone in my decision-making.

Decision-making is not a solo pursuit.

Of course, I'm glad I didn't go ahead and invent that book. All of us need the opportunity to experience the fruit of our own decisions.

But, the idea that decisions are not our personal domain is true, I think. Major decisions always affect other people, sometimes many others.

In a culture that celebrates individualism and independence, we're often quick to claim that something is our choice. And it's true; we need to practice and exercise our ability to make choices. But we can't deny that our choices have the power to help or hurt others. They almost always do.

Dealing with the pressure

So, now that I've piled on the pressure, what do we do? We all want to practice making wise decisions; we're also afraid of how our decisions will have an impact on us and on others.

In the same way that there's no mother book to tell you what to do next, I can't tell you either. But you and I can wrestle with the following questions to get a grasp for reality as we can know it.

6 Questions to Ask Before Making Big Decisions

1) What are the short- and long-term effects, and the best- and worst-case outcomes?

We often only consider the short- and medium-term effects. Think long-term. Think of your future family. Think of the world after you're gone. Sometimes it's relevant.

When you consider the best and worst outcomes, consider the benefit of the best outcome and the cost of the worst. Do you hope for the former, and can you afford the latter?

2) What are my deepest desires right now, and my wildest dreams for the future?

It's so important to understand our own desires. We often deceive ourselves into thinking that our desires are more complicated than they really are. Oftentimes, what we desire is approval, security, independence, or companionship. We need to know what's driving our decisions.

Our desires can also tell us where our greatest passions lie. Do our decisions pave the way towards our wildest dreams?

3) What do the wise people in my life have to say?

If you have a number of wise individuals in your life who deeply care for you, then count yourself fortunate. Take advantage of their wisdom and experience, and seek their counsel. They may surprise you with a question or insight that would never have occurred to you. The more you share, the more you'll gain from these conversations.

4) How will this decision shape me as a person?

This is, in my opinion, the most important piece of the puzzle.
What kind of person will you become as a result? How will it teach you to think about yourself, about others, about the world? Do you want to become that way?
As I wrote in this post on generosity, our actions shape our desires. What we practice becomes our way of thinking, so we need to be concerned about what we practice. How will your decision affect your habits- when you're alone and when you're around other people?

5) How will this decision shape the people around me, and the world as a whole?

Think not only of your relationships and friendships; think of the endeavor you're considering, and how it affects people you don't even know. Is this something you want to participate in?

We sometimes tell ourselves that our decision won't affect anyone but us, and that we won't let it change us. But think of Anne Hathaway in The Devil Wears Prada: the change is insidious, and sometimes the impact is devastating.

6) Am I driven by fear and vanity, or am I driven by courage and humility?

Being wise does not mean ignoring your fears, but it does mean recognizing them and not allowing them to rule over you. Is your decision informed by fear, or by self-absorption? Is it about an image of yourself you want to uphold?

Or, perhaps the decision truly comes from a place of courage and humility. Yes, those two go together. We need both in order to step into a new decision.

"It's all going to be okay."

Don't you hate it when people say that? How do they know?

But maybe they're right. It depends on your definition of okay. Does it mean you won't suffer, or that you won't be tempted by regret? Probably not. But does it mean that you will likely be able to make another big decision down the road, and be wiser for it? Probably.

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6 Questions to Ask Before Making Big Decisions | Simplicity Relished

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Until our early 20s, many life decisions are made for us. We're told to attend school, we're told to do our best, we're told what's socially acceptable and what's not- we're raised by our families, our friends, and our society. So when it's time to make a big decision later in life, we're often found unprepared.

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how to make decisions                                                       …                                                                                                                                                                                 More

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Unsuccessful people make #decisions based on their current situations. #Successful people make decisions based on where they want to be.

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Unsuccessful people make decisions based on their current situations. Successful people make decisions based on where they want to be.

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20 Cognitive Biases that Screw Up your Decisions

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20 Cognitive Biases that Screw Up your Decisions

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20 cognitive biases that screw up your decisions

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Your decisions may not be as rational as you think.

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9 Habits that Lead to Terrible Decisions

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9 Habits that Lead to Terrible Decisions

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9 Habits that Lead to Bad Decision-Making

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Pizza or salad? Buy or sell? Expand or cut back? Our choices define us. And for those running countries or companies, routine decisions can have dramatic effect

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Helping Kids and ADULTS (yup me!) make well thought out decisions and formulate ideas and plans :)  #LostBumblebee 2013 HATS! #sixhatsolution [Free Printable]

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This is how your can Improve your Decision Making Skills.

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This is how your can Improve your Decision Making Skills.

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A lot of my clients really struggle with how to become better at making decisions. Many people delegate decision making to other people in their lives because they don't want to to take responsibility for a decision that results in a ends negative outcome.

I encourage people to recognize that decisions are not permanent. There are no right or wrong decisions. Decisions can be changeable. One of the only high-risk decisions in life is whether to have a child because that's something that you know is a high level of commitment. However, most decisions you can change as long as you have the creativity of thought and the flexibility of mind to make a decision about how to problem solve your way out of a choice.

So, when you take the pressure off of yourself that there's a right or wrong way to do something, that should liberate you from the challenge of trying to determine if there's a right way or a wrong way to do something.

There's no right or wrong way

The idea that there's a right or wrong way to do something comes from the environment that we live in where people like validation for the choices that they make. We are encouraged to do certain things according to a specific group mentality. But that doesn't mean that the group mentality is right. Most of the time the group, whether it's family members or our friends, are guessing. Yet we tend to listen to the group mentality because it validates our decisions. That doesn't mean that they are right, it just means that they have guessed about a particular way of doing something and that it makes us more comfortable if we have a consensus.

Here's an example. If you put 10 people in a room and you ask them to choose choice A or B, five people will choose A and five people will choose B. Of the people that chose A, three people will be satisfied with that choice, two people won't and will wish they had chosen B. Of the five people that chose B, three people will be satisfied with having chosen B, two people won't, and those two people will wish they had chosen A.

The people that were dissatisfied with their choice will need to have the problem solving skills to figure out, with creativity of thought, and flexibility of mind, how to create an approximation of the original choice or a close approximation of the original choice that they could have made. It may not be an exact replica of the original choice that they could have made, but a close approximation of the original choice that they could have made. They will try to find another option to get close to the original choice and then pursue that direction until the next decision.

This is what making your own decisions does for you

When people start to make decisions on their own, it builds self-esteem and self-confidence. The first step in building your self-confidence is to realize that you can't make a mistake as long as you're trying to be authentic with yourself. This is because there's really not a right or wrong. You can go back and make changes to the decision that you are making. The next time you have to make a decision, try timing yourself. This will show you that it is possible to make a decision in a short period of time.

So for small decisions, like choosing where to go to eat or choosing a movie, give yourself five or ten minutes. And for larger decisions, you take a little bit of a longer period of time. The more decisions you make, you'll notice that it becomes easier and easier. There there really is no negative outcome that's coming from authentically making a choice. I hope that this is helpful and that you'll learn to make decisions easier and with a more liberated feeling.
Through her platform, Sustainable Life Satisfaction®, and web series, "A Path To Sustainable Life Satisfaction," Dr. Guttman motivates people to believe in their personal effectiveness in the world. Learn more at guttmanpsychology.com This post was originally published on Quora.com.

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This is how you can improve your decision making skills

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A lot of my clients really struggle with how to become better at making decisions. Many people delegate decision making to other people in their lives because they don't want to to take responsibility for a decision that results in a ends negative outcome. I encourage people to recognize that decisions are not permanent.

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A Leader's Framework for Decision-Making

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A Leader's Framework for Decision-Making

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Many executives are surprised when previously successful leadership approaches fail in new situations, but different contexts call for different kinds of responses. Before addressing a situation, leaders need to recognize which context governs it-and tailor their actions accordingly.

Snowden and Boone have formed a new perspective on leadership and decision making that's based on complexity science. The result is the Cynefin framework, which helps executives sort issues into five contexts:

Simple contexts are characterized by stability and cause-and-effect relationships that are clear to everyone. Often, the right answer is self-evident. In this realm of "known knowns," leaders must first assess the facts of a situation-that is, "sense" it-then categorize and respond to it.

Complicated contexts may contain multiple right answers, and though there is a clear relationship between cause and effect, not everyone can see it. This is the realm of "known unknowns." Here, leaders must sense, analyze, and respond.

In a complex context, right answers can't be ferreted out at all; rather, instructive patterns emerge if the leader conducts experiments that can safely fail. This is the realm of "unknown unknowns," where much of contemporary business operates. Leaders in this context need to probe first, then sense, and then respond.

In a chaotic context, searching for right answers is pointless. The relationships between cause and effect are impossible to determine because they shift constantly and no manageable patterns exist. This is the realm of unknowables (the events of September 11, 2001, fall into this category). In this domain, a leader must first act to establish order, sense where stability is present, and then work to transform the situation from chaos to complexity.

The fifth context, disorder, applies when it is unclear which of the other four contexts is predominant. The way out is to break the situation into its constituent parts and assign each to one of the other four realms. Leaders can then make decisions and intervene in contextually appropriate ways.

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A Leader's Framework for Decision Making

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Reprint: R0711C Many executives are surprised when previously successful leadership approaches fail in new situations, but different contexts call for different kinds of responses. Before addressing a situation, leaders need to recognize which context governs it-and tailor their actions accordingly. Snowden and Boone have formed a new perspective on leadership and decision making that's based on complexity science.

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The paradox of choice | Barry Schwartz | TED

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THE POWER OF DECISION-MAKING | BENEDIKT AHLFELD | TEDxGraz

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Executive Summary

To get better at making decisions, you have to improve your ability to make predictions (how different choices change the likelihood of different outcomes) and your judgment (how desirable each of those outcomes is). While there are countless ways to work on these two skills, there are three simple rules that can help the most. First, be less certain. We're all more confident about each step of the decision-making process than we ought to be. What else would you think about if you were less sure that A would cause B, or that B is preferable to C? Second, always ask yourself ask "How often does that typically happen?" If you think outcome B is preferable to outcome C, you might ask: How often has that historically been the case? Third, brush up on your understanding of probability. Research has shown that even basic training in probability makes people better forecasters and helps them avoid certain cognitive biases.

Laura Schneider for HBR

To make a good decision, you need to have a sense of two things: how different choices change the likelihood of different outcomes and how desirable each of those outcomes is. In other words, as Ajay Agrawal, Joshua Gans, and Avi Goldfarb have written, decision making requires both prediction and judgment.

But how do you get better at either? We've published volumes on this subject - here are a few of my favorites - but there are three rules that stand out. Following them will improve your ability to predict the effects of your choices and assess their desirability.

Rule #1: Be less certain.

Nobel-prize-winning psychologist Daniel Kahneman has said that overconfidence is the bias he'd eliminate first if he had a magic wand. It's ubiquitous, particularly among men, the wealthy, and even experts. Overconfidence is not a universal phenomenon - it depends on factors including culture and personality - but the chances are good that you're more confident about each step of the decision-making process than you ought to be.

So, the first rule of decision making is to just be less certain - about everything. Think choice A will lead to outcome B? It's probably a bit less likely than you believe. Think outcome B is preferable to outcome C? You're probably too confident about that as well.

Once you accept that you're overconfident, you can revisit the logic of your decision. What else would you think about if you were less sure that A would cause B, or that B is preferable to C? Have you prepared for a dramatically different outcome than your expected one?

You can also practice aligning your level of your confidence to the chance that you're correct. Try out quizzes like this one or this one. You'll realize that while it's not possible to always be right, it's totally possible to become less overconfident.

Rule #2: Ask "How often does that typically happen?"

Kahneman tells a story of a time when he was collaborating on a textbook and asked his coauthors to estimate the date on which they'd complete their first draft. Everyone, including Kahneman, said somewhere between 18 months and two and a half years. Then he asked one of those coauthors, who had been involved in countless textbook projects, how long it typically took. In fact, the collaborator answered, 40% of groups never finished the book, and he couldn't think of a project that had finished within seven years. This was a textbook about rationality, and the coauthor had answered without thinking about previous cases. That person's mistake, and the point of Kahneman's story, is that they should have thought about how long similar projects typically take.

In general, research suggests, the best starting point for predictions - a key input into decision making - is to ask "How often does that typically happen?" If you are considering funding a startup, you might ask: What percentage of startups fail? (Or, what percentage succeed?) If your company is considering an acquisition, it should start by asking how often acquisitions enhance the acquirer's value or otherwise further its goals.

You and Your Team Series

Decision Making

This rule, known as the base rate, comes up a lot in the research on prediction, but it might be helpful for the judgment side of decision making, too. If you think outcome B is preferable to outcome C, you might ask: How often has that historically been the case? For instance, if you're thinking about starting a company, and you're weighing the possibility of spending years on a company that will fail against staying in your current job, you might ask: How often do entrepreneurs who fail end up wishing they'd stayed at their previous job?

The idea with both prediction and judgment is to get away from the "inside view," where the specifics of the decision overwhelm your analysis. Instead, you want to take the "outside view," where you start with similar cases before considering the specifics of your individual case.

Rule #3: Think probabilistically - and learn some basic probability.

The first two rules can be implemented right away; this one takes a bit of time. But it's worth it. Research has shown that even relatively basic training in probability makes people better forecasters and helps them avoid certain cognitive biases.

If you're not comfortable with probability, there's no better investment to improve your decision making than spending even 30 minutes to an hour learning about it. You can start with Khan Academy's introduction on coin flipping.

Improving your ability to think probabilistically will help you with the first two rules. You'll be able to better express your uncertainty and to numerically think about "How often does this usually happen?" The three rules together are more powerful than any of them alone.

Even though these rules are all things you can start using relatively quickly, mastering them takes practice. In fact, after you use them for a little while, you may become overconfident about your ability to make decisions. Great decision makers don't follow these rules only when facing a particularly difficult choice; they return to them all the time. They recognize that even seemingly easy decisions can be hard - and that they probably know less than they think.

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Executive Summary To get better at making decisions, you have to improve your ability to make predictions (how different choices change the likelihood of different outcomes) and your judgment (how desirable each of those outcomes is). While there are countless ways to work on these two skills, there are three simple rules that can help the most.

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Opinions expressed by Forbes Contributors are their own.

Decisions shape our life and we spend an ordinate amount of time making decisions. We deliberate between different outcomes, weight the pros and cons, and sometimes compile lists. Making an appropriate decision is especially important for CEOs, entrepreneurs and any decision maker who has something at stake. However, decisions come with an opportunity cost because while we deliberate, we lose time. So how could we optimize time in decision making? Could we make decisions faster?

The research at the University of Oxford looked at a very particular region of the brain, Current research carried out at the University of Oxford has tried to probe the mechanism of time in decision making. The science of decision making is not well understood, especially the mechanics of it, however, scientists know the regions of the brain that are responsible for the decision-making processes. subthalamic nucleus , whose function is still unknown, although previous studies indicate that it influences decision-making.

The study , which was published in Cell, concluded that the time it takes to get an answer correlates with the perceived difficulty of the decision and the subject's level of cautiousness. The study looked at the decision threshold, which is our brain's ability to determine the 'level' of a certain task based on the task's difficulty. Our decision process works in such a way that our brain infers the difficulty of the tasks based on the information it has initially. It assigns a certain level of threshold, according to the perceived level of difficulty during a short window of time when the brain is assessing the difficulty of finding an answer.

Although this may sound intuitive, what is interesting about this is that the research supports a hypothesis that the brain makes an assessment of the difficulty of the task in one single event, and the level is based on the information it initially has. Thus, if we are given a certain set of information in the beginning, we base our decision threshold based on that and it occurs in the brief instant in time. Potentially, this could indicate that how fast or slow we make the decisions is based on the information we receive and how we perceive that information. As mentioned in my previous article, in this day and age information overload is a problem that affects decision making. Thus, our ability to make faster decisions depends both on the quality of information we are presented as well as our perception of how difficult the decision will be based on that information.

Dr. Anna Powers is an entrepreneur, advisor and an award winning scientist. Her passion is sharing the beauty of science and encouraging women to enter STEM fields.

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Share to email Share to facebook Share to twitter Share to linkedin Share to google Opinions expressed by Forbes Contributors are their own. Decisions shape our life and we spend an ordinate amount of time making decisions. We deliberate between different outcomes, weight the pros and cons, and sometimes compile lists.