The next memory I have is of becoming an Army officer. During my early training, I attended classes on critical thinking and the Military Decision-Making Process (MDMP).

I went into my formal critical thinking and decision-making class with an open mind, but I have to say, part of me wondered what I was going to learn in this class. I’ve been making decisions my whole life, and I think I’m doing pretty well. I think it was the introduction to fallacies that opened my eyes and made me sit up and pay a little more attention.

At this stage of my life, I find myself reflecting on those experiences with immense gratitude. Understanding the difference between a need (food and shelter) and a want (a nicer car) has benefited me in more ways than I can count. What I’ve learned over my life is that decision-making isn’t an action; it’s a process.

Throughout my life, I have met people who were naturally gifted at thinking through challenging and complex problems. However, I benefited from critical thinking and cognitive biases classes and familiarizing myself with decision-making processes. It wasn’t until I got a little older that I started to wonder why decision-making, as a class, isn’t part of every high school curriculum.

For What It’s Worth.

Unless it’s part of your job, nobody needs to be an expert in critical thinking or decision-making. However, everyone should understand the principles behind critical thinking and the decision-making process. It’s worth noting that entire classes are dedicated to teaching critical thinking and decision-making. The intent of this article is simply to raise awareness of some of the components necessary for critical thinking and decision-making.

Good leaders don’t get paid to make easy decisions. They get paid to make decisions when the information is incomplete, the situation is unclear, and the stakes are high. That said, depending on a person’s roles, responsibilities, and career aspirations, taking a formal class in critical thinking and the decision-making process most appropriate for the industry is a must.

The more senior a leader’s position is, the more complex and nuanced decisions become, and all too often, the remaining choices may be picking the lesser of two otherwise undesirable choices. That said, when you don’t have enough information, you don’t stop deciding; you shift what you rely on.

Critical Thinking.

I think most of us would agree that critical thinking is the analysis and evaluation of information so that a person can make an informed decision or sound judgment rather than accepting something at face value. Critical thinking is also foundational to decision-making. Where most people disagree is in the analysis and evaluation portion of critical thinking.

Analysis and Evaluation.

As the pendulum swings, there are two extremes on the analysis and evaluation spectrum, and going too far on either side can increase risk. Not enough or the wrong information, and you might as well be guessing. Too much time or information can lead to analysis paralysis.

The Analysis Phase.

During this phase of critical thinking, a person must be able to break down information or ideas into key elements; in other words, the “what” or “how” of the information under consideration. This is as much an art as a science and, like any other skill, improves with practice. I think the hardest part of this phase is determining which information to include or exclude from the analysis.

The Evaluation Phase.

This phase is often the most challenging because it is far more subjective than the analysis phase, focusing on the “so what or is it good enough” aspect of the information. Evaluations are most successful when they clearly define which elements are most critical to the opinion or decision.

Understanding Cognitive Biases.

How we think as individuals and in groups can go a long way toward finding balance during the analysis and evaluation phase of critical thinking. Recognizing the impact of our own biases and fallacies is the first step toward forming more objective opinions and making more objective decisions. In my experience, confirmation bias is one of the most common biases we encounter every day. In short, confirmation bias is when we look for information that proves our point right, rather than for information that proves us wrong or would give us a deeper perspective on a topic. The second most common bias is the sunk cost fallacy. In this situation, we feel like we’ve already invested so much time or money in something that we have to see it through.

Facts and Assumptions.

In simple terms, you need to be able to reference facts, and assumptions are things that must eventually become facts; otherwise, the opinion or decision proves false. Facts and assumptions can prove challenging in group settings because they tend to be subjective at times.

Logical Fallacies.

The straw man fallacy occurs when something sounds logical enough to be true. However, when you begin the analysis phase, the facts quickly make the straw man fall apart. Another common logical fallacy is the false dichotomy, in which a person feels they have only one or two choices when, in fact, they have many; they have simply fallen victim to the false dichotomy.

Time.

One element of critical thinking and decision-making that may not get enough attention is time. I fall victim to this aspect as much as anyone. More often than not, we take either too much or too little time to form an opinion or make a decision.

Risk.

This is one area that gets more attention but is often miscalculated. Too often, we over- or underestimate the risks associated with our opinion or decision. An accurate risk assessment will go a long way toward ensuring we apply the appropriate amount of thought and attention when forming an opinion or making a decision.

Decision-Making.

Decision-making isn’t an action; it’s a process. Even when made quickly, we all, consciously or subconsciously, go through an abbreviated decision-making process. The differences in the decision-making process are primarily due to the type of decision we’re making. For example, an engineering challenge isn’t the same process as a person thinking about buying a new car. These foundational principles help guide and shape how we approach forming opinions on topics and, when appropriate, make informed decisions.

Let’s explore some of the more popular decision-making models. It’s important to keep in mind that these aren’t all the decision-making models. These are just a few decision models to give you a basic familiarity with the more popular ones.

The Pros and Cons Model, or the Ben Franklin Method.

Attributed to Benjamin Franklin: list all pros on one side, cons on the other, weigh them, and strike out roughly equal items until one side dominates. Simple, intuitive, widely used. Best for: Personal decisions, low-to-medium stakes choices, and situations where clarity of trade-offs is the goal.

DECIDE Model

Define the problem, Establish criteria, Consider alternatives, Identify the best alternative, Develop a plan, and Evaluate. A popular six-step model used in healthcare, business, and education. Best for: Healthcare decisions, HR scenarios, educational settings, and moderate-stakes business decisions.

Military Decision-Making Process (MDMP)

The US Army uses the Military Decision-Making Process (MDMP), which is a structured, step-by-step planning methodology used to analyze the mission, develop and compare courses of action, and produce a clear, executable plan. While highly effective, it can be a time- and resource-intensive process. The reality is, most real-world decisions don’t allow for that level of analysis, which is why simpler, adaptable frameworks like the 6 D’s are critical.

There are a lot of great decision-making processes out there. In my opinion, the best processes are the ones that work for you on a personal level and resonate within the organization you work.

Keep in Mind, Second- and Third-Order Effects.

One more element of decision-making to explore and acknowledge is that the more senior or strategic the decision is, the more sensitive a leader needs to be regarding the second- and third-order effects of their decision. Admittedly, this may be a poor example, but Mr. Frank Shirley, in the movie Christmas Vacation, canceled Clark Griswold’s Christmas bonus. This scene in the movie, among other things, highlights that what might look good on paper can have an outsized impact on the personal lives of so many people.

If you’ve enjoyed this article, please be sure to check out the rest of this series: Decision Making and Critical Thinking and How to Make Better Personal Decisions

Before moving on, feel free to use the checklist below to assess your readiness level.

Each item below is worth one point. Score yourself honestly; give yourself a point only if you can answer yes with confidence, not just in theory.

1.0 _____: Have you taken a class on critical thinking? Depending on your roles, responsibilities, or professional goals, you may find that formal education and training are worth the investment.

1.0 _____: Have you taken a class on decision-making? Depending on your roles, responsibilities, or professional goals, you may find that formal education and training is worth the investment.

1.0 _____: Have you deliberately thought about how you form opinions and make decisions? Reflecting on how you analyze information and make decisions is a critical part of getting to know yourself and making informed, high-quality decisions.

1.0 _____: Do you have a critical thinking or decision-making process that works for you personally? Having a process that suits you helps you make decisions faster and with more confidence.

_____: Assessment Grade

4 = A · 3 = B · 2 = C · 1 or 0 = D

Wherever you land, this is your starting point, not your ceiling.

Mark Twain is often credited with saying, “It isn’t what you don’t know that gets you into trouble. It’s what you know for sure that just isn’t so.”

Stay Ready, My Friends.

RuReady Resources:

1. Eric’s 6-Ds Decision-Making Field Guide. A streamlined framework from RuReady designed to work in both structured and fast-moving situations.

Amazon Books:

1. The Military Decision-Making Process (MDMP) for Civilian Business Leaders, by Griffin Gorge Associates. This is a clear, practical guide that brilliantly adapts proven military planning strategies to the business world. Griffin Gorge Associates delivers actionable insights that inspire confident, strategic decision-making in any organization.