Many people believe that there are two types of decision-making. The first is the classic approach which is calls for a precise defining of the decision, developing a number of options and then carefully considering each approach and then deciding on the right decision. This approach has many apparent benefits–it is rational, people believe it is objective, unemotional and there is a formal process. The facts will decide which way to go. Detractors of this approach might point to the fact that it is timely and assumes that you know the outcome of every possibility.

 The other approach is to use your intuition to make decisions. Using this style a person can make decisions based on their experience and judgment. It is usually quick, decisive and can be creative. Some people might argue that it can be wrong, it is difficult to teach and it is an internal process that is hard to substantiate.

But can you have both? Can you have quickness with structure? Can you have rigor as well as relying on unconscious processes? It is my experience that you can have the best of both worlds. My creation of Speed Thinking enables people to create ideas, solutions or decision options at lightning speed (i.e. nine in two minutes) but because of its four stage process (i.e. start, evaluate, build and action) the better ideas can rise to the top through an iterative process. What’s more it can be learned and taught to others.

In a time-poor, fast-moving world, individuals and leaders have to make timely decisions. The adage, time is money is a perfect description of this new world. But it requires a new way of thinking, deciding and acting–one that can synergistically combine two previously opposing ways of thinking. Speed Thinking is one such way.