In Thomas Mann’s Buddenbrooks, the decline of a merchant family is depicted through generations, with characters often engaging in lengthy deliberations about business and personal decisions. In The Magic Mountain, the protagonist Hans Castorp spends years in a sanatorium, using this time for philosophical reflection and gradual decision-making about his life’s direction. Mann’s works frequently explore the virtue of patience and the dangers of succumbing to haste or external pressures.
time
pause and reflect
Hermann Hesse – Siddhartha. The novel follows Siddhartha’s lifelong quest for enlightenment, during which he repeatedly pauses, reflects, and allows time to shape his decisions. Hesse’s narrative suggests that true wisdom and the right decisions come only with patience and the willingness to let things unfold naturally.
Swiss marksman
Friedrich Schiller – Wilhelm Tell. Schiller’s play, centered on the legendary Swiss marksman, highlights the importance of waiting for the right moment to act. The characters carefully consider their actions, resisting provocation and external pressure until the time is right, embodying the principle that patience leads to the best outcomes.
Ulrich contemplates
Robert Musil – Der Mann ohne Eigenschaften (The Man Without Qualities): This modernist masterpiece is known for its intellectual depth and the protagonist’s reluctance to make hasty decisions. Musil’s Ulrich is a thinker who values contemplation and the suspension of judgment, reflecting the German ideal of allowing time and thoughtfulness to guide important choices.
“If worse comes to worst . . .”
There are several key phrases that Americans use when making quick, suboptimal decisions. Some of these include:
At the drop of a hat – without any hesitation, instantly; with the slightest provocation.
Back to the drawing board – when a decision fails and a new one needs to be made. First known use: 1941 in a cartoon in the New Yorker magazine.
Back to square one – when a decisions fails so completely that you have to go back to the beginning and start over.
Cross that bridge when you come to it – deal with a problem when it arises, not before. First known use: 1851 in Henry Wadsworth Longfellow’s The Golden Legend.
If worse comes to worst . . . – if the worst possible outcome of the bad decision occurs, the person saying it will do whatever he/she says next. First known use: 1596. Example: We’ll put this to market now, and if worse comes to worst we’ll refund our customers’ money.
Rash decision – a decision made without considering all of the details.
Kahneman Quotes
Daniel Kahneman is an Israeli-American psychologist notable for his work on the psychology of judgment and decision-making, for which he was awarded the 2002 Nobel Memorial Prize in Economic Sciences.
His empirical findings challenge the assumption of human rationality prevailing in modern economic theory. In the same year, his book Thinking, Fast and Slow, which summarizes much of his research, was published and became a best seller.
„True intuitive expertise is learned from prolonged experience with good feedback on mistakes.“
„We think, each of us, that we’re much more rational than we are. And we think that we make our decisions because we have good reasons to make them. Even when it’s the other way around. We believe in the reasons, because we’ve already made the decision.“
„There’s a lot of randomness in the decisions that people make.“
„Nobody would say, ‘I’m voting for this guy because he’s got the stronger chin,’ but that, in fact, is partly what happens.“
„It is the consistency of the information that matters for a good story, not its completeness. Indeed, you will often find that knowing little makes it easier to fit everything you know into a coherent pattern.“
„We’re blind to our blindness. We have very little idea of how little we know. We’re not designed to know how little we know.“
„We are very influenced by completely automatic things that we have no control over, and we don’t know we’re doing it.“
Intuition vs. Analysis
According to a report in the Journal of Organizational Behavior and Human Decision Processes by researchers from Boston College, George Mason University and Rice University: Intuition may be just as effective in decision-making as an analytical approach. And sometimes more efficient and effective, depending on the decision-maker’s level of expertise on the subject at hand.
“What we found demystifies a lot of the information out there that says intuition isn’t as effective as if you sat down and walked through an analytical approach.”
Testing intuition against analysis, the study found that people can trust their gut and rely on intuition when making a broad evaluation in an area where they have in-depth knowledge of the subject. As people move up in organizations, they’re often required to make judgments that may not be readily solved by rational analysis.
Intuition has long been viewed as a less effective approach to critical reasoning when compared to the merits of analytical thinking. Yet as society and businesses place a greater emphasis on the speed and effectiveness of decision-making, the intuitive approach has been identified as an increasingly important tool.
Analytic decisions are great for breaking things down into smaller parts, which is necessary for a math problem. But intuition is about looking at patterns and wholes.
Spock. McCoy. Kirk.
In his blogpost Stoicism & Star Trek: Think like Spock – Act like Kirk Jen Farren at the University of Exeter writes:
„Gene Roddenberry (creator of Startrek) says that he deliberately: ‘Took the perfect person and divided him into three, the administrative courageous part in the Captain (Kirk), the logical part in the Science Officer (Spock) and the humanist part in the Doctor (McCoy).’“
Farren then quotes Stephen Fry: „You have the Captain in the middle, who is trying to balance both his humanity and his reason. And on his left shoulder, you have the appetitive, physical Dr. McCoy. And on his right shoulder you have Spock, who is all reason. And they are both flawed, because they don’t balance the two, and they’re at war with each other, McCoy is always having a go at Spock. And Kirk is in the middle, representing the perfect solution.“
Kirk tries to balance emotion and reason, but he never loses sight of taking action. His choices and actions make him take risks for the common welfare, even when the purely logical thing might be to do nothing. In the words of Captain Kirk himself: ‘Gentlemen, we’re debating in a vacuum. Let’s go get some answers.“
People Driven
Americans are skeptical of business processes that attempt to replace human judgment. They believe that decision-making is inherently human. Drawing on personal and professional experience, intuition and judgment, a person or a group of persons makes the decision. Processes have neither experience, nor intuition nor judgment.
Analysis defines the situation, the options, their respective risks and benefits. Experience informs about how the situation could/should be dealt with. And intuition influences the decision.
Decision: A conclusion or resolution reached after consideration; the action or process of deciding something or of resolving a question; a formal judgment; the ability or tendency to make decisions quickly; decisiveness. From Latin decidere “determine”.
Analysis: Detailed examination of the elements or structure of something, typically as a basis for discussion or interpretation; the process of separating something into its constituent elements; the identification and measurement of the chemical constituents of a substance or specimen.
External Factors
Decisions are not made in a vacuum. American decision-making allows itself to be influenced by external factors. External customers, company-internal partners, suppliers, changing management priorities, budgets and manpower all can have impact on individual decisions. American decision making aims to be market-driven.
Market-driven in the U.S. means making decisions based on the market‘s rhythm. If necessary, Americans will skip over steps in their decision making approach.
To turn on a dime: To take a very tight turn, used especially for a vehicle; to change direction quickly. A dime is the smallest in size of American coins.
Experience: To encounter or undergo (an event or occurrence); to feel (an emotion); practical contact with and observation of facts or events; the knowledge or skill acquired by such means over a period of time, especially that gained in a particular profession by someone at work; an event or occurrence that leaves an impression on someone (a learning experience).
Down and dirty: Americans are not perfectionists. The goal is seldom the optimal decision, but instead the most effective decision under the given circumstances. Often timely decisions, even if suboptimal, are the best decisions. They can be corrected.