When consciousness and decision-making intersect, numerous possible scenarios emerge to reflect the intent of the decision-maker. Some decisions are credible on an individuals basis, but not to the extent that universal respect for them might be noted.

When decisions are personal, they resonate mainly with those who embrace them. Wrote British critic and historian Holbrook Jackson (1874-1948): "A mother never realizes that her children are no longer children." How far does this reasoning travel?

Here is a situational example stated by New York City Mayor Fiorello LaGuardia (1882-1947): "It makes no difference if I burn my bridges behind me - I make no retreat." Is his decision-making here to be applauded or scorned?

As thoughts and decisions intersect, the brain reportedly uses two processes that enable humans to cope with the complexities they face. These processes are pattern recognition and emotional tagging. So wrote Sydney Finkelstein, Jo Whitehead and Andrew Campbell in "Think Again," a Harvard Business Press publication.

But even when pattern recognition and emotional tagging work in tandem, reasoning determines which consciously overweighs the other. Analyze a quote by Greek statesman Demosthenes (384 B.C.-322 B.C.): "He who confers a favor should at once forget it, if he is not to show a sordid, ungenerous spirit." Which point overweighs the other?

Decision-makers are not necessarily gambling with their ideas when making decisions. Some decisions could be great in principle but are exercised at inappropriate times. A Chinese proverb states: "If you are patient in one moment of anger, you will escape a hundred days of sorrow." Think about anger and the recent stimulus bill discussions.

Again voiced Finkelstein, Whitehead and Campbell for Financial Times: "Managers (decision-makers) make bad decisions in spite of the benefit of every kind of assistance. ... Previously formed judgements may be neither sensible nor applicable in new situations." So true.

With "Think Again" as a literary backdrop, here are seven ponderous suggestions for decision-making via pattern recognition and emotional tagging strategies:

1. Limit the use of misleading experiences and consequences (unfamiliar inputs).

2. Do not make misleading prejudgments to override meaningful outcomes.

3. Make null and void inappropriate self-interests in conscious decision-making.

4. Justify the use of all attachments in decision-making.

5. Minimize using old judgments that are neither sensible nor applicable to new situations.

6. Embrace new experiences and data to reduce the risk of failure at the source.

7. Introduce group debate and challenges to prevailing viewpoints in decision-making. A German proverb says: "An old error is always more popular than a new truth."

Pattern recognition and emotional tagging move at angles, angles not always predictable in scope and sequence relative to outcomes. For example, the road to success might be a pathway. Pattern recognition and emotional tagging are key to conscious decision-making.

Reach T&D Columnist Howard D. Hill, Ph.D., via educationconsultant@sc.rr.com

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