It’s frustrating when things are not going like you think they should.  You know that you need to make a change.  You  want to make a change.  But the only problem is you have no idea where to begin.  You may have said or heard the statement, “I do not know what to do.”  In just seven words is the whole world of decision making.  This is different than not knowing what to do when you are bored.  That is a need to select something for entertainment.  This type of not knowing is a result of being overwhelmed, of not knowing the best way and the most efficient way to accomplish work.  It often is stated in an exasperated, almost defeated way. 

However, there is no need to lose hope. When a person recognizes they don’t know what to do next to make progress, the brain begins to work to find a new way forward. The brain is hard-wired for this and has not one but two systems to determine the best next step. The trick is learning how to manage these behaviors and intervene to keep the momentum going if you get stuck.  And the best way to build and manage momentum is to use a tool that is designed to support the brain areas involved.  The Deliberate Decision Making Pathway (DDMP) is just that tool, structured to support the key areas of the brain by first triggering them step by step and then maintaining the activation of this system. 

Consider the following story of John, an entrepreneur who has been working on launching a new app for three years. Despite multiple setbacks, he has reached a critical juncture where he needs to decide on the next steps to move his project forward. He feels overwhelmed by the numerous options and potential risks involved. During a meeting with his mentor, John admits, “I do not know what to do next.”

By using the DDMP as a framework, we can analyze the significance of John’s statement and develop a path forward. This structured approach to decision-making can provide John with a sense of relief, guiding him toward selecting the best next steps for his project, whether it is a product, service, system, or action.  With ongoing use of the DDMP, John can quickly identify where he is in the process.  This act of orientation is critical to maintain the activity of the areas of the brain during complex decision, improving the predictability of a positive outcome. 

Here is what we know just based on his statement:

1. Expression of Uncertainty:
   • This statement signifies John’s uncertainty and confusion about the path forward. It reflects his struggle to choose the best course of action from the available options.
2. Emotional State:
   • John’s admission likely indicates a heightened emotional state, including feelings of anxiety, frustration, or fear of failure. These emotions can further cloud his judgment and impede effective decision-making.
3. Cognitive Overload:
   • The statement reveals that John is experiencing cognitive overload. The complexity of the decision-making process has overwhelmed his capacity to process information and evaluate options.
4. John’s brain recognizes that he needs to find a new solution. However, due to the stresses and circumstances, he cannot attain up-regulation on his own and instead is firmly in the Automatic system. This means he is in a state where the cognitive resources to do the job are unavailable, possibly being withheld by the ACC.  Suppose he is to get the job done with the deliberate system and its higher cognitive activities such as analysis, weighing options, and prioritizing. In that case, he will need help initiating and maintaining the deliberate system. His current emotional and cognitive state limits his up-regulation and inhibits the areas that would help him make progress.
5. He is dealing with many of the Down-regulators
   • Uncertainty
   • High emotional state
   • Limited cognitive resources

So now we know where John stands in relation to the brain’s decision-making systems, what are the implications of his statement?  In other words, what can we know that we can use to develop a plan to move forward.

1. He has not identified the Struggling Moment
   • John is having a Struggling Moment in that routines and habits of the past are not helping him to make new progress.
   • However he has not triggered the deliberate system by acknowledging the struggle.
2. His emotions are high and he feels stressed
   • He could benefit from the power of curiosity
   • By being curious about the situation and what an outcome would look like he stimulates areas of the brain involved in the up-regulation to the deliberate system.
3. John is not clear about the outcome:
   • A major part of John’s struggle is that he does not clearly understand his outcome.  This is common with entrepreneurs, etc, because of the innovative products and services they are creating, they may not have experience to draw from.  John needs to clarify his goals, priorities, and the steps required to achieve them. This might involve breaking down the decision into smaller, more manageable parts.  However, the best first step is to be curious.  This will begin the process
4. John has not had the opportunity to reflect on the current state:
   • The statement offers an opportunity for John to reflect on his past decisions, learn from his experiences, and recalibrate his approach. This reflective process can enhance his self-awareness and decision-making skills.
5. He will likely benefit from guidance through advice or the use of a tool:
   • His admission indicates a readiness to seek external guidance or support. This could involve consulting with mentors, colleagues, or experts who can provide insights and help him navigate the decision-making process.

Detailed Example: Addressing John’s Situation

We can use the DDMP and the DIY tool to develop what Johns’s brain needs to begin making progress again.

Step 0: establish curiosity

This is a good place to start as it sets the tone for the establishment of up-regulation by exciting those areas of the brain and helps to manage the down-regulators by counteracting high emotion, mitigating uncertainty, and

Step 1: Develop a Self – Relevance Statement

John needs to identify the specific decision he is struggling with. For example, he might be uncertain about investing in additional app features or launching a basic version and iterating based on user feedback.  Specifically, he needs to identify how it is relevant to his life, his customers, and the company’s need fulfillment.  He can improve the awareness of the situation and its relevance by completing tasks that clarify needs and roles.

Step 2: Develop the Relevant Rewards and Consequences Statement

John should gather relevant information to inform his decision. This might include market research, user feedback, financial projections, and advice from industry experts.  As he sees the benefits of selecting a new solution the motivation areas of the brain are excited.  As he considers the negative consequences of not getting it done, he further excites the areas that will trigger the release cognitive resources to begin the next step of solution seeking.

Step 3: Outcome Statements to Guide Solution Seeking

John can break down the decision into smaller steps:

• What doesn’t he like about the current solutions
• Candidates for a solution
• Timeframe for making progress

Step 4: Make a Value Structure and select a solution to make progress

• Based on the information gathered and the evaluations conducted, John should make a decisive choice.
• Alignment with Values: Ensuring that the chosen option aligns with his overall goals and vision for the app.
• Selected a candidate based on criteria match
• Make a selection statement to clarify the match of values and the candidate features

Step 5: Commit Statement to the Selected Solution

John should seek feedback from trusted advisors, mentors, and potential users. This external input can provide new perspectives and help him make a more informed decision.

Step 6: Plan the Action with an Action Calendar

Step 7: Take Action and Take Note with Action Record

Once the decision is made, John should immediately implement it. This involves setting clear objectives, assigning tasks, and monitoring progress.

Step 8: Impact Summary-  Reflect and Begin the Learning Effort

After implementing the decision, John should reflect on the outcomes and learn from the experience. This reflection can inform future decisions and help him develop a more effective decision-making process.

Step 9: Modification Statement – Try Again If Needed

With the impact summary, John can determine if another iteration of the deliberate decision-making process is needed.  Because he recorded the information from the first five steps, he can review and modify the information and reconsider the solution selected or modify if as needed.

Step 10: Sharing Statement – Let Others Know

This can be shared with others; in John’s case, it would be shared with his mentor and staff.

Conclusion

The statement “I do not know what to do next” signifies a critical moment in the decision-making process, where the individual feels stuck and uncertain. By breaking down the decision into smaller steps, gathering information, seeking external input, and reflecting on the outcomes, individuals like John can overcome uncertainty and make effective decisions that drive progress and success.