• Do you distinguish what is relevant from what is not relevant in a problem?

• Do you verify the intuitions or causes you attribute to a problem?

• When you are going to make a decision, are you clear about your objectives?

• Do you prioritize objectives?

• Do you think before deciding, generating alternatives without being carried away by the first thing that comes to your mind, or by emotions?

• Do you argue and reason coherently the different possibilities?

• Do you establish criteria to evaluate the different alternatives?

• Do you ask committee by talking to the right people before deciding? 

• Do you judge from data real?

• Do you act rationally instead of being driven by emotions?

• Are you methodical and not impulsive?

• Have you sacrificed good things to do more important things?

• Are you realistic about the consequences of the decision?

• Do you usually have a plan of action to carry out decisions?

• Do you value the result of the decision obtained?

• Do you check if it meets the stated objectives, if it solves the problem?

• Are you critical of yourself, is what you do what you really have to do?

• Do you learn from the decision-making process? Do you know what you have done right and wrong?

• You act rashly, making quick and erroneous judgments of situations, without taking into account all the data. You do not consult before deciding.

• You don't have clear priorities for things.

• You leave problems half-solved or do not develop a concrete plan of action.

• You move on to other problems that you should solve yourself.

• You do not look for alternatives for the solution of a problem.

• You do not base your decisions on reasoned criteria and then have difficulty justifying them.

• You do not make your decisions in realistic plans. You generate imprecise and sometimes unrealistic plans.

• You lack a critical spirit. You believe everything you read, see or hear without assessing the reliability of source.

• You are looking for other people to say what to do so that you are not responsible for the consequences of that decision.

• Do not consult before deciding

• You delay a decision without putting means in place.

• You get carried away by "I've been told" or "what people will say" and by quick judgments of people and situations.

• Often, when you seem to have made a firm decision, you hesitate and try to back out.

• You are afraid to make a decision out of shyness, fear (of failure, of your parents, of your girlfriend/boyfriend, of your colleagues...).

• You worry too much about what others think about the way you act.

• Do you spend enough time to adequately define the problem, trying to analyze all the circumstances and looking for all relevant information?

• Do you know that many of your decisions have repercussions on others?

• Are you aware that some of your decisions will have lifelong consequences?

• What are the most important decisions you have made so far?

• How did you take them?

• Why did you study this degree program? What other alternatives had you considered?

• Have you ever stopped to think about how many decisions you make every day?

• Do you make an effort to look for alternatives or do you stick with the first one that comes to mind?

• How do you prioritize the criteria? How do you evaluate the alternatives?

• Do you analyze each of the alternatives, compare pros and cons, and forecast the consequences of each?

• Do you analyze different points of view?

• Do you look for the best for everyone else when you make a decision?

• Once the decision is made, do you design a realistic and concrete action plan?

• Are you capable of taking risks?

Think about decisions you have made that have had an impact on your life, listing them from most important to least important.
Recall which decision making process you chose, and extract from all those on the list your way of making decisions according to the circumstances (improvised, meditated, etc.).
Once you know your method, decide for which cases it is more convenient and for which cases you will need to complete it with other characteristics. Thus, when you have to make a decision, you will know how to do it without having to improvise, which often leads to failure.

Before making a decision, it is necessary to know where it comes from. Normally we have some intuition, or some information that has come to us about where the project to be analyzed was limping.
The first thing to do is to verify these intuitions, lest we create a bigger problem by trying to solve what does not need to be solved.
An external assessment will help you as financial aid : if it is of a joint work , asking the other components of the group; and if it is something individual, with someone who knows you well.

Gather information, set criteria and generate alternatives (especially with electives).
Take time to evaluate the alternatives. Look at the dates of the exams and if there will be problems. Design schedules and think if it will work for you.
Ask students in higher courses about the difficulty or load of work of an subject

Make clear the goal of work and how it will be assessed.
Find sources of information for each topic alternative and assess whether it is useful for work.
Evaluate the possible topics based on the evaluation criteria of work and those related to the realization of work (if you like topic, for example). enquiry also with the holder of subject if you think it is good for you. topic

Make it clear whether you want to study each subject: alone or in group. Set criteria that allow you to choose members of the study group (difficulty of the subject, study habits...).
Consider how each study workshop will be developed (the how and where of the alternatives).
Determine variables to measure the success of your decision and make evaluations from time to time.

Consider how investing in these activities affects your programs of study : time spent, follow-up... and what you can earn from them.
How many hours you have to dedicate to each option.
Once you have signed up and some time has passed, see if you have complied with what is asked of you: attendance and development of activities.

Once the decision has been made, don't back out and stick to it, even if it takes effort. Don't hide if things don't go as planned; on the contrary, propose alternatives for improvement.
Establish a method to evaluate the success of the selected alternative, as well as take into account that it may fail and foresee what you would do in that circumstance.

Ability to understand the causes of problems and establish criteria to solve them, generating alternatives when faced with a problem or action to be taken. Ability to make decisions in an appropriate manner and at the right time.

Principles to make the right decision, M. Ariño and P. Maella

summary FROM THE BOOK "ICEBERG IN SIGHT".
Does a good decision bring the consequences we seek or can it harm us at a given moment? Do we learn to make decisions from the experience of having made many already? These questions are answered in the article, as well as the approach of what is a good decision.

How to make difficult decisions, Mª Victoria S. Nadal
Dividing this difficult issue into several smaller sections, the most common mistakes in decision making are exposed and also how to overcome them.

The Art of Counseling, J.M. Rguez Porras
The guidelines for the good committee are exposed, which can also be applied when giving advice to ourselves.

Perseverance, Irene Orce
What is the limit between perseverance and stubbornness? In article we explain the advantages of perseverance in decisions and also its enemies.

Why we make bad decisions, Dan Gilbert
When we have to make a decision we allow ourselves to be influenced (unintentionally) by many internal circuits that we have formed. In this talk, you will learn about them

How to make difficult decisions
Hasn't it ever happened to you that, when you are about to make a decision, all the options seem valid? This is what happens in difficult decisions, as explained in the talk. What to do, then? Also in this talk that will change the way you look at decisions.

guide to make decisions

Apollo 13, Ron Howard
IMDB file

The Martian, Ridley Scott
The two films presented above encompass moments of great tension where the search for alternatives and making the best decision is vital. The decision making takes place in two perspectives: on the one hand, the NASA control center and on the other hand the astronauts, in the case of Apollo 13, and the protagonist of The Martian in the other film. IMDB file

Saving Private Ryan, Steven Spielberg
After the Normandy landings, a group of select American soldiers under the orders of Captain Miller (Tom Hanks) receives the mission statement to pull paratrooper James Ryan (Matt Damon) out of the front line. To do so, they must make their way through German-infested camps, choosing whether or not to continue, and how to do what they have been ordered to do. IMDB file

Lincoln, Steven Spielberg
With the war coming to an end, President Abraham Lincoln wants to make sure that the freed slaves will not be enslaved again once the war is over. To do so, he will have to resort to compromises in parliament, while coordinating the campaign to end the Civil War. He will have to make important and very complicated decisions. IMDB profile

Decision-making process

1) Identification of the problem

2) Establish criteria and weighting

3) To propose alternatives, to evaluate and select

4) Check the result based on. goal

Weighting table to evaluate alternatives based on weighting criteria.