Decision Making Re-Wired

Our NEW 4 month online coaching program for adults - available from September 2021


To Rewire is to provide, connect or replace something. Rewiring decision-making is aimed to:

  • create awareness to rethink how we approach decision making,

  • connect the experiences of decisions made with the factors considered in making the decision

  • understand how life influences my decisions

  • manage my values, my personality, and my propensity for risk

  • recognise the need for adaption and

  • continuously develop and change throughout life (create versatility).

Further benefits include (as per previous Rewiring Participants):

  • finding creative ways of proactively addressing ‘negative’ factors driving decision-making

  • addressing procrastination through planning

  • reintroducing previously enjoyed activities

  • addressing personal issues that may derail an individual

  • identify areas of concern that may predispose individuals to risk behaviours, such
    as complacency, etc.

  • developing individual checklists to ensure that an individual do not ‘default’ and
    fall back on past actions, etc.

Whilst the rewiring journey is an individual journey, it indirectly impacts others, whether it is in the home environment, work environment, or in our day-to-day interactions.

It provides the building blocks for an individual to make better informed decisions. It stimulates vigilance, not only in terms of the immediate environment but also on an intrapersonal level.


A decision is a choice an individual makes after thinking about several possibilities. It is a choice on how to behave, how to react and how to move forward in each situation.

Whether they realise it or not, people make decisions every day, both big and small. Life also constantly throws different scenarios at us, forcing us to decide based on a given situation.

There is no particular reason ‘why’ people make decisions because decision-making is something that is natural to us, similar to breathing. When we decide to do something, we are deciding to do so and when we decide not to do something, then that is also a decision. Decisions can be big and life changing, or it can also be small and insignificant.

But of these decisions that we do make, regardless of whether we do it consciously or not, how do we make them? What determines whether we can act in the one way or the other way?

People make decisions based on whether the results will benefit them or not. If they are both beneficial, people choose the alternative that is more beneficial. A common way that people determine which choices are beneficial and decide is with the use of the PACED method.

Most people, regardless of whether they realise, go through this PACED method (Problem, Alternatives, Criteria, Evaluate, Decision) every time they make a decision. Related to this is the idea of incentives, which is basically motivation for someone to choose a certain alternative.

The fact that one alternative is offering incentives means that it is most likely perceived as being more beneficial to that person – thus they make a decision to choose that alternative.

The ‘why’ behind making decisions may not always be clear. People make decisions at the least for survival and the most for success, the in-between is just living! Fact remains, people make decisions everyday. Regarding how we make decisions, we choose alternatives that best fit our needs; we choose alternatives that are perceived as being most beneficial to us; or we choose alternatives that will give us the best output.

People are also likely to choose the decision that will best suite their worldview and beliefs; therefore, when they understand their tendencies and decision- making process, one can begin to shape and transform their decision-making patterns for the better.


The four behavioural factors that influence the decisions we make, are:

There are several important factors that influence decision making. Significant factors include past experiences, a variety of cognitive biases, an escalation of

commitment and sunk outcomes, individual differences, including age and

socioeconomic status, and a belief in personal relevance.

our values our propensity personality for risk

  • Values drive our actions and they motivate our goals. Our goals help us establish priorities in life, guide our decision-making, and affect our evaluation of our success and happiness in life. Our values are our beliefs about what is important or desirable.

  • Personality makes us who we are. It influences nearly every aspect of our lives, including our choices.

  • Propensity for risk plays a key role in our decision making process. It influences the way we make decisions, the factors we consider when making a decision and our analysis of the posisble consequences of a decision.

  • Dissonance begin after a decision is made, as we ponder over the choices we have selected. After we become aware of what alternatives we rejected and the undesirable features of what was chosen and when we do not feel right about our decision, the uncomfortableness and tension in our head is created. Dissonance is greatest when we realise the consequences can potentially affect many people, and when we realise we are the one that will be held responsible for the decision.
    Whilst the first 3 behavioural factors can be influenced prior to a decision being made, the 4th factor is an afterthought, and in most scenarios than not, we do not get the opportunity to rectify our decision once it has been made. Consequently, we have to bear the consequences.
    Dissonance is greatest when we realise the consequences can potentially affect many people, and when we realise we are the one that will be held responsible for the decision.


If you would like further information on our online program, either for yourself, your organisation or for your own client base, get in touch with us to have a chat.

Change is possible and we can prove it!