Checklist for Good Decisions

In the fast-paced and complex work environment, it is becoming increasingly difficult to keep the essentials in focus and make good decisions based on them. A simple method from aviation can be used as a navigation aid in difficult decisions.

  Short Description FORDEC is a method for structured decision-making developed by NASA. Its purpose: to guide pilots and other decision-makers in aviation and aerospace to make good decisions in challenging situations, sometimes literally a matter of life and death. The method is kept as a checklist to be as simple as possible, so it can be safely applied even under stress, which is known to make thinking harder. The method has proven itself in practice many times. And now, it is not only used in aviation and aerospace but also in other areas. It has proven to be an effective navigation aid, especially in the business cockpit. It can be used by individuals as well as teams. The FORDEC Checklist F – Facts: What are the facts? Do not rush through this seemingly trivial point. Important: no interpretations, no evaluations. It's about the bare facts. In team decisions, each individual answers this question first for themselves and then presents their facts. This results in the most comprehensive picture of the situation. Only those who know their location can find the course to the destination. O – Options: After noting down all the facts in bullet points, consider: "What options arise from this?" Important: do not limit yourself to obvious options. Take your time and note down unconventional ideas. You can always strike them out later. There are no taboos in thinking. R – Risks and Benefits: Assign two arrows to each option. Below the left arrow, note down the dangers, risks, and disadvantages that this option would bring. Below the right arrow, list the advantages and opportunities. Then compare the risk-benefit ratio of all options. This provides an overview and prevents risks from being overestimated and opportunities from being overlooked. Ask yourself: "How bad would it really be if it goes wrong? And how likely is that?" In team decisions, discuss these questions together. D – Decision: You now have all the information on the table. Now you must be consistent and make a decision. Ruminating is like a "mental holding pattern" - valuable time passes where no progress is made. If you or the group still struggle, ask a "co-pilot" for advice. Outsiders often see things more clearly. E – Execution: Now is the time to act promptly. You now know what to do. Now it's about how to do it. Note down the specific measures under this point that you want to take to reach your goal. In team decisions, responsibilities should be clarified directly. C – Check: FORDEC is not a "close your eyes and go through it" model. Especially in long-term projects, you need to regularly check if you are still on course and if the decided measures are effective. Or if adjustments are needed. Have external factors changed that influence the decision? New facts mean a new FORDEC. Practical Tips First things first: Address the important decisions of the day early in the morning. Set aside a generous time slot in your calendar for using FORDEC. During this time, keep your email inbox closed and your phone on flight mode. Even if FORDEC has become part of your daily routine, you have applied the method a hundred times or more - never go through it just in your head, always do it in writing! Only when our thoughts are on paper, they no longer haunt us in our minds, only then is structured thinking really possible. In addition: when the process is in black and white, the brain can visually grasp the problem. This truly provides an overview. For every FORDEC case: It does not end with the decision made. In aviation as in business, it is not the decisions we make that matter, but only the results. If the outcome is not as desired, this means: a new FORDEC.