The problem with your decision-making might be that youâre letting results tell the whole story.
When we know the outcome of our decisions, it casts a shadow over our memory of the decision process. We rewrite history to make the result seem inevitable. But the reality is, outcomes are only loosely connected to decision quality in the short run. While a poor choice can be rewarded by dumb luck, a strong decision could be punished by bad luck.
One of the most famous examples of resulting comes from Super Bowl XLIX. With 26 seconds left on the clock, Seahawks coach Pete Carroll called a pass play at the 1-yard line. The ball was intercepted, and critics declared it the âworst play call in NFL history.â But if we think about the situation statistically, the interception was a low-probability event (less than 2%).
The backlash was clear resulting. Fans judged the decision based on its unlucky outcome rather than its sound logic.
But resulting can happen in our everyday lives as well. Think of my job hopper scenario. Quitting your job might seem smart if you love your new role, but foolish if you donât. The decision-making process is identical; the only difference is the result.
Resulting reminds us that success and failure arenât perfect mirrors of our judgement. By separating process from outcome, we can learn more deeply from both wins and losses.