As a farm manager, as a leader, as a human, our days are spent making decisions. From deciding what (or if) we eat breakfast to when and how much of grain to contract, the process of making decisions is fundamentally the same. We recognize a problem (or an opportunity), we analyze options, we make the decision, we take action and we accept the responsibility of that action. Decisions can be complex and they can be simple. They may take 5 seconds, or they may take a month. Effective decision-making requires that each step is taken and that we only spend an appropriate amount of time on each step. 

The first step in the decision-making process is to RECOGNIZE that there is a problem to be addressed, or that there is an opportunity available. Without a clear understanding of the issue, even well-intended decisions may lead to misguided, or even harmful outcomes. Without clearly identifying the problem, you could end up solving the wrong problem, making the problem worse, or wasting valuable time and resources.

Once the problem or opportunity is clearly identified, information is gathered to ANALYZE the options. At this stage, gathering relevant and correct information is critical. We are living in a time where information gathering is faster than ever. However, not all information is accurate or relevant. It can be easy to place more emphasis on information that we WANT to be true and discount information that we do not want to be true. At this critical stage in the decision-making process, we must put personal biases aside and rely on accurate and relevant information. 

After recognizing the problem (or opportunity) and analyzing the options, we must DECIDE what to do.  This actual “decision” step comes as a result of weighing the options, and hopefully, considering the consequences of those options. Not all factors within the decision-making process are strictly based on logic and objective analysis. Our own personal biases, experiences and emotions play a role. These influences should not be overlooked or discounted. However, it is important to distinguish between fact and emotion. The human tendency is to make decisions based on fear; fear of the unknown and fear of change. We must be willing to overcome those fears if we want an optimal outcome.

Once the decision is made, we must then take ACTION.  Going through the previous stages means nothing if we do nothing. We must implement the decision. This is the ACTION that makes the decision real. 

The last step in the decision-making process is to take RESPONSIBILITY of the decision. Perhaps the decision worked out as you had wanted; perhaps it did not. Either way understanding the consequences of our decisions can lead to improved decisions in the future. Taking responsibility for a decision that leads to the desired outcome is much easier than dealing with one that did not. Making a decision that did not go as planned can be discouraging. When a good manager makes a “poor” decision, they hold themselves accountable, they are transparent, and they focus on learning from the process and from the outcome. There may even be times that in time, we learn that what we thought was a poor decision may have just been a lack of clarity in identifying the original issue.

An effective use of the decision-making process is a critical part of management, of leadership, and of everyday life. Using your RADAR can guide the manager or leader through that process. Each step must be taken: recognize the problem (or opportunity), analyze the options, make the decision, act, and take responsibility. Care must be given to spend a suitable amount of time on each of these steps. The more comfortable we become with the process, the more confidence we will have with the decisions we make and the team around us will be stronger as a result.

Recommended Citation Format:           

Powers, L. “Use Your RADAR as a Decision-Making Guide.” Economics and Policy Update 26:2, Department of Agricultural Economics, University of Kentucky, February 27, 2026.  

Author(s) Contact Information:

Laura Powers | laura.powers@uky.edu