Life presents us with a steady stream of decisions that we have to make. So, like it or not, we need to practice this skill every day – at work, at home, and in every aspect of our lives. Yet, we often make decisions without properly considering the context, options and implications of our actions. Or worse still, we end up managing the consequences of avoiding taking difficult decisions.

Decide sets out a clear and easy to follow model that will enable you to make or contribute to effective decisions, proving that it does not have to be a long drawn out process, as long as you use a mixture of rational and lateral thinking.

Free from business jargon, and filled with relevant case studies, Decide is a vital book for everyone whose life revolves around successful decision making. Thought-provoking and practical, it will help you always make the right decisions, and choose from your options wisely, whether you have 60 days, 60 minutes or just 60 seconds.


To buy your copy of Decide visit Amazon by clicking here.



Here is what some of the readers say:

“Wethey’s anecdotes and insights illustrate and outline the psychological, economic and personal elements that lie behind our decisions. All told, some decisions can be complex. But whether it’s worth you reading this book – remarkably simple.” (Jr Elite Business Magazine 20130301)


Buying was an easy decision

By weaselhips

“We all have to make decisions in work and life, some feeling desperately more important than others (and all the harder to make). David Wethey’s accessible and original take on decision making provides tips, advice and a decision making framework that will work for anyone, whatever the nature of their decision making process. Working on a unique premise of 60 second, 60 minute and 60 hour decision making times, David includes fascinating interviews and thoughts from a vast range of successful decision makers, all designed to help YOU become a better ‘decider’. Highly recommended.”

Awareness of decision making

By C. Odoire, Wiltshire

“Reading “Decide” last night with half an eye on the evening news, I suddenly became aware of how many items of national interest involved decisions.

It was announced by the Foreign Secretary that further help is to be given to the Syrian rebels in their fight against Assad’s rule – a decision that will cause great concern in that it might later lead to military involvement of our troops, but on the other hand satisfying an underlying sense that we must do something to help now on humanitarian grounds alone. So, a hard one for the government to call even after a great deal of thought and consultation.  On a different scale, a Turkish referee had had to make an instantaneous and hugely unpopular decision during a game of football between Man United and Real Madrid which nearly brought the roof down on him. No time to ponder on this one. Meanwhile, the Cardinals are in session in the Vatican, choosing a new Pope …..not a decision many would like to have to make in the light of current feelings about Catholic priests. Thank goodness that most of us have only to make decisions on a much smaller and more personal scale and it is here that David Wethey’s book could prove invaluable. It takes us through the processes in an immensely readable form, helping us to make tough choices.”


For better or worse, our lives are the consequences of our decisions

By Robert Morris

“According to David Wethey, “Decision science is a complex and rich academic area, quite apart from its importance in every aspect of human life.” He continues to make substantial contributions to that science, with this book (obviously) but also with on-going research that he discusses while introducing himself in the “My Story” section that precedes the Introduction to the book. His mission in life is to help as many people as possible to develop the same skills that Noel Tichy and Warren Bennis examine while explaining, in their book Judgment, how winning leaders make great calls. In the first chapter, they assert that what really matters “is not how many calls a leader gets right, or even what percentage of calls a leader gets right. Rather it is important how many of the important ones he or she gets right.” They go on to suggest that effective leaders “not only make better calls, but they are able to discern the really important ones and get a higher percentage of them right. They are better at a whole process that runs from seeing the need for a call, to framing issues, to figuring out what is critical, to mobilizing and energizing the troops.”  Wethey believes (and I agree) that almost anyone can develop the same skills. Being able to decide which decisions to make is one of the most important. In fact, each of us makes several hundred decisions each day and most are “no brainers.” But there are others that require sound judgment, indeed a process, and these decisions can determine what the consequences will be, for better or worse, for entire organizations as well as for individuals. Whatever their size and nature may be, all organizations need sound decision making at all levels and in all areas of operation. I commend Wethey on his brilliant use of several reader-devices that include dozens of “blog extracts” inserted strategically throughout his narrative. They “mostly relate to a specific event or controversy, which hopefully will make them sharper and more relevant than mere theory; and secondly, they are easy to read at around 400-500 words!” They demonstrate all manner of decision dilemma situations, many with which readers can identify. He also shares the real-world experiences of others who are involved in a decision making process. There are many different paths to a decision, sound or otherwise. Wethey also draws upon an abundance of primary and secondary resources, including his own experiences in 38 different countries with several different companies such as the A.C. Nielsen Company, McCann-Erickson, other smaller advertising agencies, and most recently Agency Assessments International (AAI). Since completing the book, he has decided not to “run any more pitches asking agencies for free goods — and [aim] to convert the whole industry to a better way. Scary, but the right thing to do. An instinctive decision with rational back-up. And yes, I slept on it before pressing the button!” These are among the passages that caught my eye, also listed to suggest the scope of Wethey’s coverage: o How do we explain seriously bad decisions?, and, Why do things that aren’t a good idea? (Pages 41-44)
o Decision Traps (53-54)
o Was the financial crisis caused by Decision Traps?, and, What makes a decision bad? (62-65)
o Before embarking on a big decision you have to define the opportunity or solve the problem (69-71)
o Capitalizing on opportunities (71-77)
o Problem-solving techniques (89-91)
o The Holy Grail – better decisions, and, A smart way to masker decisions better (92-97)
o The emotional side of decision making (100-101)
o Difficult decisions (117-120)
o Highlights on decision making from the interviews (124-131)
o Why are meetings so frustrating?, and, What can go wrong with meetings (150-153)
o Blamers and Pacifiers (171-172)
o High confidence, low self-esteem (175-180)
o Steve Jobs – The most effectual thinker of our era (186-187)
o Three dimensions of choice (195-198) In the final chapter, Wethey offers his 20 best decision tips. “My number 1 decision tip is that every decision – even one we have to take quickly – is a journey, not a single step. The journey looks like this” and Wethey provides a series of components followed by other 19 tips. I finished reading this book on April 15th 2013, the day two bombs were detonated near the finish line of the Boston Marathon. Most of the first responders were not formally trained in medical care but did not hesitate to offer immediate assistance. The same was true of the teachers at Sandy Hook Elementary School in Newtown, CT. As David Wethey explains so well, there are crisis situation when there is little (if any) time for situation analysis, evaluation of options, etc. There really are better ways to make better decisions and most of them are explained in this book.”


An unusually enjoyable and useful self improvement guide

By James A

“I’m not ordinarily a great fan of business/self-aid book. This book has changed a good amount. It’s changed how i look at these books and it has also changed how i make decisions.

Some great stories and some great learnings.  The best advice is often the most simple and this book is a great example of that. Whether you are looking for help in life generally or you’re after business help, this is a book you won’t regret reading.”


Decisions, decisions, decisions…

By Business book reader

“I don’t usually bother writing reviews, but felt this book was worthy of a few moments out of my day.  Decisions ultimately make the world go around. In business they are the foundation of success or failure. So, any contribution to helping us make better and more timely decisions is of interest. The fact that David Wethey’s excellent book is a practicalwi and insightful contribution makes it go beyond interest and into VALUE. I would recommend reading it. It is written to be accessible and can be read quickly – the perfect ‘train book’. It uses a blend of the personal and the corporate to create a meaningful context for the message and to demonstrate its broad applicability. It is not the answer to all our decision making challenges – which given the ‘it’s the answer to everything’ rhetoric and pith of so many busy books, is in its favour – but it offers a wide range of practical input and good examples to help shape your approach. At the very least it will remind you that you are not alone in grappling to make better decisions”


One easy decision – buy this book

By bookworm

“David Wethey says early on in his book when he quotes Napoleon ‘nothing is more difficult and so more precious than being able to decide’ One decision is easy though, having read this book, you should definately decide to read it.

As a friend and colleague of mine often says about great social marketing these days – ‘it is all about being entertaining and interesting and useful and meaningful’. This book is all these things.  It is beautifully written. It is packed with unique research amongst experts as well as referencing many great learned studies related to the topic. And importantly it is full of great practical advice on a subject that is so crucial to us all in our lives – making the right decision. And it powerfully culminates in David’s 20 best decision tips David is a very erudite man and his advice and conclusions draw not just from his very successful marketing client and agency selection business AAI , or from business generally and the many great business gurus and writers he refers to, but from politics , from history , from war , from sport, and from relationships between the sexes. He tells us about the Decision Trap , problem solving techniques,the Smart Decision Approach, autopilot, ‘morethanism’, the pros and cons of fast vs slow decision making, the power of thinking alone , how top CEOs really need caddies and coaches, ‘over meeting’ , entrepreneurial ‘effectuation’ and many more themes that provide practical approaches to help us all make the right decisions in life This book makes deciding easier for us all. What a great decision it was to write this book.”

Part manual, part philosophical text: a compelling read.

By Peter S

“I’ve just finished reading `Decide’, and I found it a very compelling book, playing the role of both manual and philosophical text.  I was particularly pleased to see a critical eye cast upon the role and purpose of meetings. Simply put, in the UK we have too many. Success in industry relies upon not just ideas being articulated, but on those ideas being implemented, I’ve seen all too often the manner in which meetings can get in the way of progress. Another refreshing element to the book is that it’s embraced the subconscious. I’m a big fan (and user) of `gut feeling’ and I’ve a suspicion that, secretly, many other senior managers are too. I guess telling a roomful of your employees that you’ve been working from intuition for the last thirty years can be quite daunting, but as the author rightly points out, the best brands rely on appealing to the right side of consumer brain over the left. Why shouldn’t business leaders adopt that approach too? Finally, the author points out rather elegantly that success isn’t just about leadership, but it is also about making decisions (even the wrong ones). I think it was President Kennedy who said `to govern is to choose’ and I’ve always been a big advocate of the notion that making difficult choices is a defining characteristic in a great leader. I’m absolutely positive that this book will stand out against a backdrop of endless texts on leaderships and management – it is a welcome breath of fresh air, and a must read for anyone who wants to make something of themselves in this world.”

If you think you don’t need this book, you are probably just the kind of decision-maker who does. Just decide.

By RovingMike

“If this book doesn’t convince you that you are not quite the decision-making wizard you thought you were, then beware, you might be deluding yourself. The author has not set out to discover a silver bullet, or to create a classroom list of dos and donts that will transform your performance, but to lead the reader into and through the briar bush of decision-making with a virtuoso review of received wisdom and unique anecdotal insight.

Personal history, the experiences of leading figures and a review of past authors’ offerings on the subject combine to make a very readable and enjoyable voyage through a subject that simply refuses to be reducible to formulae.
I found I needed a notepad beside me, both to scribble down memos for future reference and to jot the thoughts that tumbled out of my own head as I read. I ended up thinking this should be a live document that grows and expands over time, rather than being stuck between two covers and left that way.”


Wethey, Decide

Posted by Brenda Jubin

“We are constantly making decisions, operating for the most part on autopilot. But then there are the decisions that are part and parcel of how we manage our ambitions and achieve our goals. These kinds of decisions, the ones that require dealing with opportunities and problems, are the focus of David Wethey’s Decide: Better Ways of Making Better Decisions (Kogan Page, 2013). Wethey’s own life decisions include a career first as an ad man and now as a client-side consultant. He also writes the blog Making Better Decisions, Better. Much of Wethey’s analysis is set within a business context, where teamwork and “buy-ins” are critical. But five of his six rules for making an important decision in the right way, and then managing it, are applicable to the individual trader and investor as well. To wit, (1) “Every important decision is a journey, not a single step.” (2) “You must ask the right questions at the outset to make sure you are operating within the correct frame.” (3) “Plotting scenarios is how you come to the right decision, and for that you need the best possible intelligence.” (4) “Execution is critical. A great decision badly executed will fail.” (5) “Learning and feedback are fundamental, because decision making is a constant activity—every decision you take will inform every other decision you have to make in the future.” (p. 94) Wethey conducted some fascinating interviews for his book to learn how people actually make decisions—decisions about everything from war and sports to love and buying a consumer product. Among his findings (from the literature as well as his own research), “the best option is often the one with the second-best upside and the least-damaging downside (a bit like a wine list, when you want to balance hospitality with frugality!).” Or two problems are often better than one; if you can’t make a decision about issue A, move down your “to do” list and tackle problem B, then, “refreshed and motivated by your winning performance,” go back to A. Smart decision making is not a purely rational process; it “has to be a mixture of good thinking and harnessing the power of the subconscious brain.” The subconscious is dominant when the time available to decide is short. But unless, like a soldier or firefighter, you’re meticulously trained to make snap decisions or (my example), like Warren Buffett, you can make a decision quickly because you’ve spent years studying business metrics, faster is not necessarily better. In fact, where a fast decision is an early decision, it can be downright insidious. Wethey’s exploration of, among other things, decision traps, the role of luck in decision outcomes, and how we capitalize on or waste opportunities is bracketed by a Theodore Roosevelt quotation and his own final words. “In any moment of decision, the best thing you can do is the right thing. The worst thing you can do is nothing.” And “Decide! Success comes from making decisions, not putting them off, or fudging them.” (p. 278) I decided to spend part of my weekend reading this book and consider my decision to have been a good one.”