Why Better Decisions Start at the Buffet Table

You’re standing in line at the buffet. Ahead of you: the spinach omelette. Next to it: a tray of lasagne. The omelette whispers of discipline, identity, aspiration — the kind of person you want to be. The lasagne, meanwhile, calls to your sense of joy, indulgence, reward — the kind of moment you want to have.

And just like that, you’re in the middle of a surprisingly complex decision.

We often think of decision-making as a purely rational exercise: weigh the options, evaluate the risks, pick the best choice. But even the smallest choices — like what to eat at lunch — are loaded with internal tension. Identity, emotion, future intentions, and present impulses all show up to cast their votes.

The truth is, every decision we make reflects a battle between multiple versions of ourselves. The disciplined planner. The spontaneous enjoyer. The cautious skeptic. The hopeful idealist. These inner voices aren’t irrational; they’re part of what makes us human. But when we don’t recognise the complexity behind our choices, we risk either overthinking them—or outsourcing them entirely.

The Invisible Cost of Decision Fatigue

Modern life bombards us with decisions. Some are trivial, some are career-defining. All of them deplete our mental energy. This is why understanding how we make decisions is just as important as what we decide.

In knowledge work especially, decisions are the job. We don’t get paid for knowing everything — we get paid for making judgments under conditions of uncertainty. And yet, how often do we actually stop to examine our decision-making process?

There’s a difference between a “good” decision and a decision you feel good about. One might look great on paper but leave you riddled with doubt. The other might be imperfect, but feel right because it aligns with your values and goals.

Making better decisions isn’t just about logic. It’s about alignment. Alignment between your choices and your intentions. Between your present self and your future self. Between your role and your sense of identity.

And yes, sometimes that means choosing the lasagne without guilt — or the omelette without resentment.

What This Means for Teams and Leaders

If you lead people, remember: the decisions they make at work are influenced by far more than data or KPIs. They’re shaped by internal tensions, identity cues, social context, and their own mental bandwidth. If you want better decisions from your team, you need to create the conditions where they can reflect, align, and commit.

Encourage reflection. Give time for thought. Reward clarity, not just speed. Help your team feel good about the choices they make — because that’s where ownership and confidence come from.

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