Just do it! Action is the best strategy.
We often wait for the perfect moment—but courage usually manifests itself in the unknown. This article shows you how to stop "analysis paralysis" and get moving again despite uncertainty.
Courage instead of mind maps
Sometimes we sit there, staring at our screen—and wait. For clarity. For certainty. For that one sign that tells us, "Now is the moment."
Unfortunately, this moment rarely comes on its own. Nowadays, our everyday working lives almost always involve making decisions without knowing all the consequences. Markets change, objectives conflict, priorities shift. Sometimes faster than we can keep up. And yet we still have to do one thing: act! Now! Quickly!
So the question is not how we avoid uncertainties, but how we work with them.
"People are not designed to make decisions in uncertainty—but they have to do so every day."
Daniel Kahneman, Thinking, Fast and Slow (2011)
There is no such thing as the perfect decision.
Are you also trained to optimize your decisions—by gathering information, checking data, comparing scenarios? That can be useful. But only up to a certain point. Because at some point, analysis turns into paralysis—the famous "analysis paralysis."
Organizational psychologist Gerd Gigerenzer calls this the "feedback effect of experience": in his view, we do not learn by thinking more, but by receiving feedback from outside sources. (Source: Gigerenzer, G. (2007): Gut Feelings – The Intelligence of the Unconscious.)
In other words, if you wait until you feel confident, you will rarely get started. If you just start, confidence will come sooner or later.
Between analysis and agility
There are situations in which you first need to get an overview of the chaos. There are now countless models designed to help with this—but the most proven ones are still the decision tree principle and SWOT analysis. Give them a try.
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However, both models have their limitations: they only work when a lot of information is available. In dynamic environments, this is often not the case. Then you need something else: the ability to make decisions despite uncertainty. Agile methods such as design thinking or Scrum are based precisely on this idea: don't know everything in advance – just do it and see what comes out of it. Instead of spending months thinking about what is needed, you test it early on: prototypes are built, feedback is gathered, hypotheses are tested – and then adjusted again. This decentralizes planning. Instead of preparing one big decision perfectly, many small decisions are made. And suddenly, uncertainty is no longer an unbeatable opponent – but a valuable partner in the process.
5 quick ideas for quick decisions
1. Accept the space of possibility.
Uncertainty is often not a lack of information—but rather an excess of possibilities. Where do you start thinking when everything is conceivable? See this wide field as a playground, not a threatening minefield.
2. Decide quickly. Correct slowly.
It's better to make an 80% decision today and adjust it later. Waiting weeks for the missing 20% certainty—which may never come—won't get you anywhere.
3. Control the pace deliberately.
Think about decisions in stages: "What do I know today? And what is the next step based on this knowledge?" These small steps reduce risk and increase the learning curve. Also, set yourself a deadline: this prevents endless brooding.
4. Actively seek feedback.
Have you gotten stuck in a loop of repetitive thoughts? Then ask for help—in the form of constructive feedback. A fresh perspective on things will open your mind and strengthen your resolve.
5. Reflect on everything. Don't regret anything.
You're probably familiar with the expression, "There's no point crying over spilt milk." But it is worth asking yourself: How did the milk get spilt? And why? And how can we get it into the glass next time? This way, you learn systematically, not randomly.
And always remember: courage does not mean acting without uncertainty. It means keeping moving despite all the doubts. Daring to try new things. And growing as a result.
