Decisions Change—Deal With It
We like to think decision-making is a neat, logical process: gather data, analyze options, and boom—an informed choice.
But real life? It’s messy. Decisions aren’t carved in stone; they’re more like Google Docs—constantly edited as new information, emotions, and external factors roll in.
Yet, people act like changing a decision is some kind of betrayal. “But last week you said—” Yeah, well, last week, I didn’t know what I know now. The truth is, holding onto a decision just to appear consistent is a fast track to irrelevance. Let’s break down why shifting decisions isn’t a flaw—it’s a necessity.
The Mind Games Behind Decision-Making
1. Cognitive Flexibility: The Key to Adaptability
If you’re still making decisions the way you did five years ago, congratulations—you’ve officially stopped growing. Cognitive flexibility, or the ability to change your thinking when faced with new information, is a key trait of great decision-makers. The best leaders aren’t the ones who stubbornly stick to their first choice. They’re the ones who go, “Oh, new info? Let’s pivot.” That’s not flip-flopping—it’s upgrading.
Cognitive flexibility—the ability to adapt one’s thinking in response to new information—is a cornerstone of sound decision-making. Research in psychology has shown that individuals who exhibit high cognitive flexibility are better at problem-solving and adjusting to unexpected changes (Diamond, 2013).
When new data emerges, clinging to an outdated decision simply for the sake of consistency can lead to suboptimal outcomes. The ability to shift perspectives without feeling irrational is what differentiates effective decision-makers from rigid thinkers.
2. The Endowment Effect: Why We Resist Change
Ever noticed how people defend their past decisions like their life depends on it? That’s the endowment effect—once we “own” an idea, we overvalue it.
Example: A CEO launches a product. It flops. Instead of accepting the failure and moving on, they keep pouring money into marketing, hoping it’ll magically take off.
Why?
Because admitting it was a bad decision hurts their ego more than losing millions.
The endowment effect, a cognitive bias identified by Thaler (1980), suggests that people tend to overvalue what they already possess or have decided upon. This bias makes it difficult to reverse or modify a decision because individuals feel a sense of psychological ownership over their past choices.
Lesson: Changing your mind isn’t a weakness—it’s self-preservation.
3. Sunk Cost Fallacy: The Trap of Justifying Past Decisions
We’ve all done it—stuck with a bad decision just because we already invested too much in it. Bought an expensive course you’re not learning from? You’ll keep watching, miserable, because “I paid for it.” Started a failing business? Instead of cutting losses, you pour in more cash, hoping things turn around.
Reality check: The past investment is gone. The only question that matters is, “Is this the best choice for me going forward?” If the answer is no, drop it.
The sunk cost fallacy occurs when individuals continue investing in a decision due to past commitments, even when new evidence suggests a different course would be more beneficial (Arkes & Blumer, 1985).
For example, a manager who previously approved a project might hesitate to cancel it—even when it becomes clear that the market conditions have changed—because of the time and resources already invested. Recognizing that past investments should not dictate future decisions is crucial to making rational choices.
Why the World Forces Us to Change Our Minds
1. New Information = New Decisions
Science, technology, and market dynamics are constantly evolving. A medical treatment once considered effective may later be found less beneficial due to emerging research. Similarly, a business strategy that worked last year may no longer be relevant due to shifting consumer behaviors.
The world doesn’t freeze after we make a choice. Science, technology, and markets evolve. What was a brilliant decision last year might be laughable today.
Example: Remember when everyone thought fat was bad for you? Now, science says certain fats are great. If nutritionists had refused to update their recommendations, we’d still be living on sugar-filled “low-fat” junk. The lesson? Evolve, or be wrong forever.
2. External Circumstances Can Wreck Your Plans
The world is dynamic, and external factors such as economic shifts, geopolitical events, or unforeseen crises can drastically alter the feasibility of a decision. Leaders and individuals who acknowledge and embrace uncertainty are better equipped to make agile, informed choices.
A real-world example is how businesses adapted to the COVID-19 pandemic. Many companies that had previously opposed remote work were forced to reconsider their stance due to health risks and lockdowns. What was once an unapproved model quickly became not just acceptable, but essential.
A business strategy that worked pre-pandemic? Useless after lockdowns hit. Companies that adapted—hello, remote work—thrived. Those that didn’t? Well, they’re gone.
How to Get Comfortable Changing Your Mind
1. Accept That Growth = Contradicting Your Past Self
Changing your mind isn’t being indecisive—it’s a sign you’re learning.
Imagine looking back at your old decisions and agreeing with everything. That would mean you haven’t grown. And that’s worse than being inconsistent.
2. Communicate the Change Like a Pro
People resist decision changes because they fear backlash. Solution? Explain why the new choice makes sense.
Example: A company cancels a hiring freeze. Instead of saying, “Oops, never mind,” they should say, “We re-evaluated our financial position and realized we can grow responsibly.” Transparency builds trust.
3. Train Yourself to Let Go of Old Decisions
Ever heard of a pre-mortem?
It’s a technique where you imagine all the reasons a decision might need to change later. Doing this upfront makes it easier to pivot without guilt. The mindset shift? Decisions aren’t commitments; they’re bets based on current data. If better data comes along, place a better bet.
4. Don’t Get Emotionally Attached to Being Right
The goal isn’t to be right forever—it’s to get it right, even if that means admitting you were wrong before.
If you can detach your ego from your choices, changing your mind stops feeling like failure and starts feeling like progress.
Final Thought: The Best Thinkers Change Their Minds—A LotStrength
Want to know the real secret of great decision-makers? They’re never done deciding. Every choice is open to revision when better information arrives. And that’s what makes them right more often than everyone else.
So, the next time someone accuses you of being inconsistent, just smile and say, “No, I’m just smarter now.”
Rather than fearing change, embracing it as a continuous learning process ensures that our choices remain relevant, rational, and beneficial in the long run. As the philosopher Heraclitus famously said, “The only constant in life is change.” Accepting this reality allows us to make wiser, more adaptive decisions without the burden of rigid consistency.
Disclaimer: Yeah, This Might Change Too
This entire essay? Subject to revision. If new research or better ideas pop up, I’ll gladly contradict everything I just said. If you want timeless, unchanging advice, you’re in the wrong era. Adaptation is the only real constant.
References
- Arkes, H. R., & Blumer, C. (1985). The psychology of sunk cost. Organizational Behavior and Human Decision Processes, 35(1), 124-140.
- Bezos, J. (2016). Annual Letter to Shareholders. Amazon.
- Diamond, A. (2013). Executive functions. Annual Review of Psychology, 64, 135-168.
- Kahneman, D. (2011). Thinking, Fast and Slow. Farrar, Straus and Giroux.
- Klein, G. (2007). Performing a project premortem. Harvard Business Review, 85(9), 18-19.
- Mozaffarian, D. (2016). Dietary and policy priorities for cardiovascular disease, diabetes, and obesity. Circulation, 133(2), 187-225.
- Thaler, R. (1980). Toward a positive theory of consumer choice. Journal of Economic Behavior & Organization, 1(1), 39-60.
