How often do you stop and consider your decisions, and how do you navigate your outcomes? Was it an emotional approach, driven by passion for an issue, or a slower, more conscious, effortful, explicit and logical process?
For much of my early career, I didn’t deeply consider how my decisions were made beyond the ethical decision-making framework we’re taught in law enforcement. Over time, however, I learned more about decision-making as a process — whether handling interactions with individuals or making leadership decisions for organizational change. Initially, it was accidental, but as I gained more experience, I found that a rational decision-making process, guided by logic rather than emotion, has helped me tremendously. Taking into account others’ perspectives and moving away from a narrow viewpoint or naïve realism has been crucial.
The power of slowing down
When I consciously slow down my decision-making process — especially in low-frequency, high-impact situations where I have the luxury of discretionary time — I can better frame or reframe the problem at hand. This approach, often discussed in leadership training and clearly defined by Lexipol’s Gordon Graham, leads to more granular considerations, which in turn drive better clarity and more specific outcomes.
For example, when working to implement a new program or create organizational change, slowing down helps me identify the critical criteria necessary to evaluate for successful implementation. It’s not just about the program’s goals and objectives; I need to consider what resources will be required, budget implications, how the program aligns with existing policies, who needs to be involved in the design and implementation, collective bargaining union concerns, how success will be measured and how the program will be sustained.
Even with all these elements outlined, I then have to prioritize them, evaluating each based on its individual benefits, risks and implications. This methodical approach has also increased my focus on evidence-based research, which helps inform my decisions and proposals for change while slowing down my thought process.
Communication and collaboration in decision-making
When working one-on-one with someone toward a decision, I frame my approach through communication partnerships with others in the organization. Gaining buy-in and creating synergy for a shared vision is crucial for the success of any initiative.
Sometimes, we can get ahead of ourselves, driven by passion or certainty in an idea, and overlook the need for a structured process. Slowing down allows us to put a “slow burn” on our emotions and focus on getting small wins — those early successes that show others what’s possible. As others begin to see progress, they get motivated, inspired, and even start to rethink their own approaches.
Overcoming the trauma of past decisions
One of the biggest challenges in decision-making is how past decisions, particularly poor ones, can haunt us. Many of us carry the emotional trauma of a bad decision and hold onto the feelings associated with it, almost as if reliving the experience. This is not easy to overcome.
Recently, a colleague shared a situation where they made a quick decision during a tactical incident that didn’t turn out well. At first, they described the experience as overwhelming, and they believed their decision was a massive failure. However, as we discussed it further, it became clear that the decision wasn’t as bad as they initially thought. While it may not have been the best possible decision, it wasn’t a catastrophe. They were more embarrassed by the moment and concerned that others might see them as less competent.
As we talked through the incident, they realized that slowing down, gathering information from reliable sources, asking for clarification when uncertain, bringing others into the process, and considering the potential consequences (both intended and unintended) would have led to a better decision.
Reflection and growth in decision-making
I don’t claim to have decision-making down to a science. I can still be quick to jump to an emotional response and have to intentionally engage my slower, more deliberate thinking process. Even then, I don’t always get it right. However, if I were to track my decisions across my leadership journey, I suspect the trend would show improvement somewhere in the middle — with a few dips — and greater consistency toward the latter end.
Whether you’re a first-line supervisor, middle manager, commander, or executive staff member, I encourage you to reflect on your decision-making process. Consider how you approach decisions, how you involve others, and how you might refine your methods to make better, more informed decisions.
Continue the discussion
Here are five questions specifically designed to guide a small group discussion focused on decision-making in law enforcement. These questions will help participants reflect on the complexities and unique challenges faced when making decisions in the field.
1. How do you manage the balance between making quick decisions during emergencies and taking the time to ensure all factors are considered in non-urgent law enforcement situations?
2. What are the most common decision-making challenges law enforcement leaders face, and how can these be mitigated by using a structured, evidence-based process?
3. In high-pressure law enforcement scenarios, how can officers and leaders avoid emotional reactions and focus on logical, informed decision-making?
4. How can past decisions in law enforcement operations, both successful and unsuccessful, be analyzed to improve future strategies and responses?
5. What methods can law enforcement leaders use to gain the trust and buy-in of their teams when implementing decisions that may be met with skepticism or resistance?
Recommended reading
Bazerman MH, Moore DA. (2012.) Judgment in Managerial Decision Making.
Kahneman D. (2013.) Thinking, Fast and Slow.
