Decision-making is at the heart of every digital transformation initiative, shaping not only the technologies we adopt but also the operations and strategies that drive organizational success. In today’s rapidly evolving digital landscape, the ability to make well-informed decisions is both a critical skill and a competitive advantage.
Over the years, I’ve reflected deeply on the intricacies of decision-making, drawing insights from my experiences in agriculture, sustainable practices, and digital transformation. These reflections have revealed that the quality of our decisions hinges not on our thinking, but rather on the information we choose to trust and believe.
As I see it, free will isn’t necessarily about the act of thinking, but instead in our perspective that our subconscious creates as a result of the information we allow ourselves to absorb, analyze, and trust. This foundational idea can be encapsulated in a simple but profound statement:
"It's the information we take, that determines the decision we make."
The Seeds of Reflection: Lessons from Agriculture
My journey into the dynamics of decision-making began early in my career as an Agricultural Extension Officer. Tasked with introducing farmers to data-driven technologies, I noticed stark differences in how various individuals approached the same information. For example, during the Wimmera Mallee Pipeline Project—a landmark irrigation upgrade in western Victoria—older farmers tended to rely on their personal experiences and internal knowledge, favoring continuity over change. In contrast, younger farmers embraced geospatial data and scientific analysis to innovate and optimize their operations.
This divergence underscored a critical truth: decision-making isn’t just about logic or facts. It’s deeply influenced by the sources of information we experience, trust and believe. Our subconscious uses these streams of information to create our personal perspectives of how the world works. This is where our feelings arise, and decisions are made. Far away from our conscious free will.
The Subconscious Drivers of Choice
Learning from my career in data driven decision support systems, I’ve come to believe that most decisions are not conscious deliberations. Rather, they emerge from our subconscious mind, shaped by the information flows and sources we have engaged with, regardless if we consciously choose to do so.
This isn’t to say we lack control over our choices—far from it. Our free will manifests in our ability to decide which information sources to trust, what knowledge to seek, and, perhaps most importantly, what to ignore.
In today’s information-rich environment, this ability is more crucial than ever. The abundance of competing narratives, data, and opinions means that our capacity to discern and focus on meaningful information can make or break our outcomes and impacts in the world.
Curiosity and Openness: The Catalysts of Better Decisions
One of the most powerful ways to improve decision-making is by fostering a mindset of curiosity and openness. When we actively seek diverse perspectives and question our assumptions, we expand the range of information available to us. This was a key insight from my Master’s studies, which explored how farming communities use information to design strategy, make decisions and do the work.
Curiosity unlocks better outcomes. Whether your adopting a new technology, standing up a team, or simply solving a day-to-day problem, the willingness to explore unfamiliar ideas can lead to transformative breakthroughs.
Practical Framework for Purpose-Driven Decisions
To harness the full potential of your decision-making, I recommend adopting a deliberate and purpose-driven approach:
- Set Clear Timelines: Establish a deadline for making your decision to avoid analysis paralysis.
- Seek Comprehensive Context: Within the time you have, gather as much information and understanding about the question as you can. Ensure you understand the problem from multiple angles.
- Evaluate Sources Critically: Focus on credible and relevant data rather than overwhelming yourself with excessive inputs. Be aware of your class consciousness. Is this information source serving your interests as a working person, or that of some corporate overlord?
- Choose and Act: Allow your subconscious to process the information you have provided. When the time comes, feel the vibes within, and make your decision. As best you can. Now is the time for action!
- Rince and Repeat: Life is a never-ending problem. Be open and curious always and forever.
Business Analysis in Purpose-Driven Digital Transformation
It is because of this dynamic of information in decision making that the role of the Business Analyst (BA) is indispensable in any digital transformation initiative or project. Business Analysis is the bridge between information and action, playing a crucial part in gathering and presenting diverse perspectives from across the organization. Their ability to extract insights from a wide range of sources, interpret them objectively, and present them in an unbiased manner is a cornerstone of successful decision-making.
What sets Business Analysts apart is their neutrality. Unlike many stakeholders in a transformation project, BAs typically do not have a direct personal stake in the outcomes of the changes being implemented. This independence is a unique strength—it allows them to approach their work with a clear focus on aligning decisions with the organization’s broader purpose and strategic goals, rather than individual agendas.
Through comprehensive research, stakeholder engagement, and data analysis, BAs ensure that decision-makers have access to the most accurate, complete, and balanced information possible. Whether it’s soliciting input from front-line employees, interpreting technical data, or synthesizing strategic priorities, the BA operates as a trusted advisor who brings clarity to complexity.
This neutrality also enables BAs to challenge assumptions and biases. By presenting alternative viewpoints and identifying gaps in the information being considered, they help project leaders make more informed and holistic decisions. Their ability to prioritize information based on its relevance and alignment with the organization’s goals ensures that critical factors are not overlooked.
Your Choices Shape Your Future
Ultimately, the choices we make are a reflection of the information we consume and trust. By deliberately selecting information sources that align with our values and purpose, we can take greater control over our decisions and their outcomes. This principle applies whether we are navigating personal growth, organizational transformation, or global challenges like climate change.
In an age of abundant information, the most strategic choice we can make is to be intentional about the data we trust and the knowledge we act upon. Free will isn’t about being free of influence—it’s about choosing the influences that serve us best.
