| Decisions | Guidelines
Option | Opportunity Cost |
| Need | Values | Search | Compare| Select | Implement | Review | Change |
For decisions that are tough or complex to implement, the decision-maker should have a detailed plan listing all the action steps that must be taken to get from where they are now to the desired end-state. The more detailed and thorough the implementation plan, the better and fewer the problems that are likely to develop (risks). The web-pages on risk discuss how to find those steps in the implementation plan that might cause problems if not handled correctly. Extra caution and supplementary tasks might be needed to reduce the chance of errors or problem but this method is reserved for the risk discussion.
At any point in the implementation of the alternative selected, the decision-maker has the option of changing course. The decision-maker's needs may change, new alternatives might surface, and/or the implementation may prove to be too difficult. The decision-maker always has the option to change their mind. The life span to implement any single decision is finite, it has a beginning and an end. Decisions and their implementation are all part of a continuous, tapestry of successive choice we are all forced to make to stay alive. We are always responding to life's challenges and opportunities with decisions on how best to deal with it. All decisions are really multi-period decisions since each decision is at least partially influenced by past decisions just as current decisions will influence future decisions. All decisions are linked inexorably together during the continuous, temporal span of one's life. At each moment of our existence, each of us is presented with a near infinite number of choices. We may not realize it, but at any time, we can always to choose to do something different than what we are doing at the moment.
The decision-making process is not complete until the decision is implemented. As long as the implementation is not complete, the decision-making process continues, because it may become necessary to make "mid-course" corrections based on new realities that were not known or anticipated at the beginning. As discussed in the next web-page (Review), the decision-maker should remain aware of how well the implementation is progressing, so as to remain ready to take corrective action or to change course as demanded by circumstances.
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Copyright ©2005 Charles W. Sooter. All rights reserved.