Doubt-Avoidance Tendency
We make quick decisions to escape the discomfort of uncertainty.
Key Principle
Embrace the discomfort of uncertainty rather than rushing to decide.
Understanding Doubt-Avoidance Tendency
Humans are uncomfortable with uncertainty. When faced with doubt, we have a tendency to make quick decisions—any decision—just to escape the unpleasant feeling of not knowing.
This served us well evolutionarily. When a predator might be lurking, it's better to decide quickly and run than to carefully analyze the situation. But in modern contexts, premature closure often leads to poor decisions.
The bias is especially strong when combined with stress, time pressure, or peer pressure. We grab onto the first plausible answer and stop thinking, even when more analysis would lead to better outcomes.
Real-World Examples
- Hiring the first acceptable candidate instead of continuing the search.
- Accepting the first explanation for a problem instead of digging deeper.
- Jumping into a business partnership to "stop the uncertainty."
- Committing to a strategy prematurely because "we need to decide."
How to Apply This
When you feel urgent pressure to decide, ask: Is this urgency real or just discomfort?
Build in waiting periods for major decisions
Practice sitting with uncertainty—it's a skill that improves
Separate "need to decide" from "want to stop feeling uncertain"
Common Mistakes to Avoid
- Confusing decisiveness with good judgment
- Making permanent decisions based on temporary discomfort
- Letting others' impatience force premature decisions
- Failing to keep options open when appropriate
Notable Quotes
"The ability to destroy your ideas rapidly instead of slowly when the occasion is right is one of the most valuable things."
— Charlie Munger