Psychology
How Much Do We Know About Our Decision-Making Processes?
Are we in control of our own decisions?
Our past is what shapes our perception of reality and every decision we make is based on our experience. Each word that I am writing is determined by my past, so if I put myself in a closed environment without external (random) distractions, everything that will follow will already be written in a way.
Experts in the field of psychology and neuroscience suggest that a significant portion of daily actions and decisions are influenced by unconscious processes, ranging from 70% to 90%. The mechanisms and cognitive processes contributing to unconscious decision-making include genetics, habits, intuition, implicit learning, heuristics, emotional influences, cognitive biases, priming, neurobiological factors, etc. Up to 90% unconscious decisions… My philosophy for the remaining percentages is that they are also pre-determined by our past and we do not have any control over our future in regards of the decisions we make. I believe that the only thing that is pushing us away from that pre-determined path is the randomness of our surroundings.
“In any moment of decision, the best thing you can do is the right thing, the next best thing is the wrong thing, and the worst thing you can do is nothing.” — Theodore Roosevelt
Regardless of my beliefs that all of our decisions are pre-determined, when it comes to the decision-making processes, I like Daniel Kahneman’s exploration of the “Fast Thinking” and “Slow Thinking” systems in his book “Thinking, Fast and Slow”. In the “fast thinking,” he puts our intuitive, impulsive, and automatic system that is prone to cognitive biases and heuristics. It helps us make quick decisions in familiar situations but can lead to errors in judgment. “Slow thinking” involves deliberate, logical, and analytical thinking and it is activated in situations that require careful consideration, complex problem-solving, and conscious effort.
What comes under the umbrella of the fast or slow thinking system will vary per person. A carpenter, having extensive experience in carving wood, has likely developed a high level of expertise in this domain. As a result, the skill of carving wood becomes automated and is processed by his “fast thinking” system because it has become second nature to him. For individuals who do not possess the same level of expertise in woodworking, the act of carving wood would require conscious thought, attention, and deliberate effort. This aligns with engaging the “slow thinking” system for the rest of us.
The division between fast and slow thinking depends on an individual’s level of expertise and experience in a particular domain. Skills or tasks that are well-practiced and familiar are likely processed by the “fast thinking” system, while those that are novel or less familiar may necessitate the engagement of the “slow thinking” system. All of this suggests that we can deliberately move certain decision-making processes from the slow to the fast system with consistency and repetition.
In the 1950s, plastic surgeon Dr. Maxwell Maltz observed an interesting pattern in his patients. After transformative operations — like a nose job, for example — he found that it would take the patient a minimum of about 21 days to get used to seeing their new face. Similarly, when a patient had an arm or a leg amputated, Maltz noticed that the patient would sense a phantom limb for about 21 days before adjusting to the new situation. For decades after Maltz’s work was published, “self-help” professionals began to adopt the “21 days” period as a norm, omitting the “a minimum of about” part. This led to the common myth that it takes 21 days to form a new habit.
Dr. Phillippa Lally, a health psychology researcher at University College London, conducted a study on habit formation, involving 96 participants over a 12-week period. Participants selected a new habit and reported daily on their adherence and the automaticity of the behavior. The study found that, on average, it takes more than 2 months, specifically 66 days, for a new behavior to become automatic. However, the time required varied widely, ranging from 18 days to 254 days, depending on the behavior, the individual, and the circumstances.
Despite the broad range, it is now accepted that new habits can be formed in 66 days. Therefore, if we want to automate some decision-making process, we need to repeat it consciously for 66 days.
But why would someone want unconscious decision-making? Well, every conscious decision that we make consumes energy, both mental and physical. The process of making decisions engages cognitive resources and can lead to decision fatigue, a phenomenon where the quality of decisions degrades after a prolonged period of decision-making. The brain also has finite cognitive resources, and engaging in decision-making tasks depletes these resources over time. This depletion can result in reduced cognitive performance, attention, and self-control. Decision-making can also be emotionally and physically exhausting. The more processes we can delegate to the “fast thinking” system, the better.
The Double-Edged Sword of Our Unconscious Decisions and Habits
In our daily lives, habits emerge as both loyal allies and subtle adversaries, shaping our routines and influencing our outcomes. These ingrained patterns of behavior, cultivated through repetition and consistency, often serve us well, offering efficiency and predictability. Yet, beneath the surface of their seemingly benign nature lies a paradox — a duality that renders habits a double-edged sword.
On one edge, habits are the architects of productivity, streamlining our actions and freeing cognitive resources for more demanding endeavors. As Charles Duhigg aptly noted in his book “The Power of Habit”, they possess the remarkable ability to transform actions into automatic routines, enhancing efficiency and conserving mental energy. Habits allow us to navigate our daily responsibilities with a sense of ease, a well-worn path etched into the landscape of our routines.
However, on the other edge of this proverbial sword, habits can stealthily lead us astray, contributing to complacency and stagnation. While some habits are constructive, fostering personal growth and well-being, others may perpetuate detrimental cycles, hindering progress and stifling change. The very mechanisms that make habits a force for efficiency can, if left unchecked, solidify into rigid constraints that resist adaptation.
When picking our habits we need to understand their potential impact on our lives. Cultivating self-awareness is essential — the ability to discern between habits that propel us forward and those that anchor us to the past. Acknowledging the dual nature of habits invites us to be intentional architects of our routines, crafting patterns that align with our aspirations and contribute to a life of purpose and fulfillment.
Conscious Decision-Making
While we may feel a sense of control over our conscious decisions, each one of them can be influenced and affected by many factors. Emotions, personal values and beliefs, past experiences, stress and fatigue, time constraints, and cultural factors are among the many determinants that play a significant role in shaping our decisions. This shows how much our environment and current situation plays a major role even in our conscious decisions.
When faced with choices, conscious decision-making involves the activation of higher-order cognitive functions. Analytical thinking, logical reasoning, and a careful evaluation of consequences play pivotal roles in this deliberate approach. Unlike automatic decision-making, which relies on heuristics and intuition, conscious decision-making demands mental effort and focused attention. It is a reflective process that invites us to pause, assess, and decide with a heightened awareness of the potential outcomes.
One hallmark of conscious decision-making is the acknowledgment of personal values, beliefs, and long-term goals. Individuals actively consider how their choices align with their principles and contribute to their overall well-being. This introspective aspect distinguishes conscious decision-making from impulsive or habitual responses.
Moreover, conscious decision-making empowers us to take control of our lives. By fostering mindfulness and intentionality, this approach encourages a proactive stance in the face of complex and challenging decisions. Whether navigating professional choices, relationships, or personal development, conscious decision-making serves as a compass, guiding us along a thoughtful and purposeful path.
When we have to make a decision, we should be self-aware of how external factors can influence us and if we should put ourselves in a more controlled environment. Some people make their best decisions under stress, while others will feel anxiety in such a situation, and for them, it would be better to postpone the decision-making process or remove themselves from that environment.
“It is our choices, Harry, that show what we truly are, far more than our abilities.” — J.K. Rowling, Harry Potter and the Chamber of Secrets
I love this quote because it perfectly represents my understanding of decision-making. Or as Maya Angelou has said “You are the sum total of everything you’ve ever seen, heard, eaten, smelled, been told, forgot — it’s all there. Everything influences each of us, and because of that, I try to make sure that my experiences are positive.”. Since we shape our decisions, examining the choices of others allows us to see them for what they truly are — unfiltered… or more accurately, filtered through their own perception of reality and the weight of their past, consciousness, and unconsciousness.