We make hundreds, sometimes thousand of decisions a day. What to wear, what to eat, what route to take to work, and what to put on our to-do list. But these are tactical decisions. They get us from point a to point b. But what about the big strategic decisions? The big ones that impact our lives and the lives of others, now and for many years to come.

The decisions about who we marry, were we want to live, what career we want to pursue. These are often irrevocable, or at the least profound, decisions that have long term consequences.

How then do we make these decisions? How

do leaders, CEOs, generals and even presidents make decisions? Is there a right or wrong way? Do algorithms help and has technology made it easier or harder? The fact is that often by the time all the facts are in, the time optimum or imaginative action may have long since disappeared. The disconnect between external events and our ability to process them, lies embedded in the decision making process.

From George Bush saying he is “the decider,” to battlefield commanders; from the halls of business schools, to the basement of the Pentagon, from leaders that operate only on instinct, devoid of facts, to those that suffer from analysis paralysis, our lives are shaped by decisions we and other make. But could we do it any better?

These are just some of the questions asked by best selling author and thinker Steven Johnson in Farsighted: How We Make the Decisions That Matter the Most

My conversation with Steven Johnson:

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