Multiple variables contribute to decision making Published Nov. 14, 2014 By Maj. Nora Nelson 88th Operations Support Squadron commander WRIGHT-PATTERSON AIR FORCE BASE, Ohio -- Air Force Doctrine Document 1-1 states, "The Air Force expects its members to develop leadership skills. The nature and extent of that development depends on the member's status: officer, enlisted or civilian. The Air Force expects an officer to move quickly through the levels of leadership, from tactical expertise into operational competence. Air Force enlisted members will operate chiefly at the level of tactical expertise, where their technical skills are combined with their direct influence on subordinate members. Department of the Air Force civilians can function at all levels of leadership." The pinnacle of leadership is to command where the responsibility for making life and death decisions and taking organizational responsibility resides. With decision making at the core of good leadership -- therefore, the foundation of a good commander and leader -- it is important for Air Force personnel to develop their decision-making ability. I would like to offer a potential starting point to help Airmen better understand decision making. When making a decision, people need to rely on numerous inputs and will certainly need to address a range of factors. Inputs may include personal experience, knowledge, common sense and possibly that of other personnel involved in the decision. It will also include factors related to types and styles of decision making. The goals and priorities of the organization, and of the team, will shape a leader's choices. Constraints provide the boundaries within which decisions have to be made. Therefore, clarity about goals or objectives is essential for making better choices. Of course, decisions may well need to address several objectives so a leader will need to analyze and prioritize these. A leader must understand that all decisions have consequences -- intended and unintended. The consequences can be detrimental or favorable to personal and organizational objectives. It's therefore crucial to consider the positive and negative effects that might result from the decision. A leader needs to put a plan in place to eliminate or limit the adverse effects and capitalize on favorable consequences. It is best to try to visualize the choice as though it were already happening. A leader is committing to a course of action that is uncertain, so monitoring and adapting the plans as the leader implements them is often the secret to success. Decision making is about the future, about looking forward. Making a choice should take the leader or organization forward. Any decision-making process should ensure that sufficient options are generated to enable a decision. Decision making firstly involves deciding where leaders or teams are and where they want to go. Leaders should generate options that will show their organization how to get there. Making a decision without considering sufficient options is an easy mistake to make, so always try to generate as many quality options as possible. Without a good range of options, choices can become stifled and the best decision may not be made. Decision making is the process of making a choice from a number of options and committing to a future course of action. More complex or important decisions are best made after a series of steps are taken. Whether the process used relies more on intuition and decision making or involves a rational decision-making model, both involve processes to help people make good decisions. A leader is constantly faced with choices in which a good decision will advance the organization or mission while a bad decision will set it back even jeopardize it at times. The leader who understands the nature and principles of decision making will cope with this problem more effectively than the leader who does not. A good decision maker considers alternatives whenever possible, re-frames the question, understands that correlation doesn't equal causation, anticipates personal impulsivity, makes contingency plans, makes important decisions when relaxed and rested, weighs costs against benefits, imagines any decision will be spot-checked, distances himself or herself, acts rational and realizes all decisions are not equal. Ultimately, he or she knows good decision will lead to a stronger organization, higher morale, improved confidence, greater trust and lower personal and organizational stress.