10 Think Toolkits for Decisions in Worst Situations

Crisis decisions—made under extreme pressure, with incomplete information and high stakes—determine survival, recovery, or catastrophe. These ten toolkits provide frameworks for maintaining clarity and making optimal choices when everything is falling apart.

1. The Triage Priority Framework

How to apply it: Categorize problems by urgency and importance to address threats in optimal sequence when overwhelmed by multiple crises.

The triage matrix:

Red (Immediate - Life/Death):

• Literally life-threatening
• Business-ending
• Irreversible if not addressed now
• Action: Drop everything, address immediately

Yellow (Urgent - Serious):

• Will become red if not addressed soon
• Significant damage but survivable
• Hours to days timeline
• Action: Address after red items

Green (Important - Monitor):

• Needs attention but not urgent
• Can wait without escalating
• Days to weeks timeline
• Action: Schedule, don't ignore

Black (Lost Causes):

• Too late to save
• Resources spent here = wasted
• Accept loss, move on
• Action: Triage away, focus elsewhere

Crisis application:

Example: Financial crisis (multiple problems hit)

• Red: Payroll due tomorrow, account overdrawn
• Yellow: Major client threatening to leave
• Green: Website needs update
• Black: Already-lost deal, stop pursuing

Decision: Address red (borrow/sell to make payroll), then yellow (save client), defer green, abandon black.

Implementation:

When overwhelmed:

1. List all problems (brain dump)
2. Categorize each: Red/Yellow/Green/Black
3. Address in strict order: All reds → All yellows → Greens
4. Resist urge to work on comfortable/easy items first
5. Reassess every 24 hours (situations change)

Emotional discipline:

• Red items often feel worst but may not be hardest
• Don't avoid red because it's uncomfortable
• Don't work on green because it feels productive
• Triage demands brutal honesty

Think: "In worst situations, everything feels urgent—triage reveals true priorities"

2. The Immediate Stabilization Protocol

How to apply it: Stop the bleeding first before attempting to solve root problems—stabilize situation to buy time for better decisions.

Stabilization vs. Solution:

Stabilization (first 24-72 hours):

• Stop immediate deterioration
• Buy time to think
• Prevent irreversible damage
• Create breathing room

Solution (after stabilization):

• Address root causes
• Long-term fixes
• Strategic decisions
• Requires stable platform

Critical mistake: Attempting solutions during crisis—leads to panicked, poor decisions.

The stabilization sequence:

Step 1 - Stop the harm (hour 1):

• What's actively getting worse?
• What action stops deterioration?
• Don't solve, just pause damage

Examples:

• Medical emergency: Stop bleeding, stabilize vitals
• Financial crisis: Stop spending, freeze non-essentials
• Relationship crisis: Stop escalating conflict, take space
• Business crisis: Stop losses, preserve cash
• Reputation crisis: Stop talking publicly until clear

Step 2 - Secure essentials (hours 2-24):

• What must be preserved?
• What resources are critical?
• Shore up foundations

Examples:

• Cash reserves secured
• Key relationships protected
• Critical systems maintained
• Safety ensured
• Basic needs met

Step 3 - Create buffer (days 2-3):

• Buy more time if needed
• Communicate delays ("need 48 hours")
• Build small reserve
• Reduce immediate pressure

Step 4 - Assess calmly (day 3+):

• Now with stability, evaluate thoroughly
• Root cause analysis
• Options generation
• Strategic decision-making

Crisis examples:

Job loss:

• Stabilize: Stop panic spending, apply for unemployment immediately, tell spouse/family
• Secure: Pay minimum required bills, preserve savings, protect health insurance
• Buffer: Negotiate payment delays, activate emergency fund, contact network
• Assess: (Week 2) Evaluate career options, plan job search, consider pivots

Health crisis:

• Stabilize: Get to hospital, stabilize condition, inform family
• Secure: Ensure ongoing care, medication, insurance activated
• Buffer: Arrange work leave, delegate responsibilities, build support
• Assess: (After stable) Long-term treatment plan, lifestyle changes

Common mistake: Attempting to solve root problem while still in free-fall. Stabilize first, then solve.

Think: "In worst moments, don't solve—stabilize, then think clearly"

3. The Catastrophe Compartmentalization Technique

How to apply it: Mentally separate simultaneous crises to prevent emotional overwhelm and enable sequential problem-solving.

The overwhelm cascade:

What happens when multiple crises hit:

• Brain sees "everything is falling apart"
• Emotional flooding
• Paralysis or panic
• Poor decisions across all areas

Compartmentalization prevents cascade:

• Separate crises mentally
• Handle one at a time
• Prevent bleed-over
• Maintain function in unaffected areas

The compartmentalization process:

Step 1 - Physically separate problems:

Create literal boxes/lists:

• Box A: Health crisis
• Box B: Financial crisis
• Box C: Relationship crisis
• Box D: Work crisis

Each box is discrete—don't let them merge into "my life is ruined"

Step 2 - Assign timeslots:

Today:

• 8-10am: Box A only (health)
• 10-12pm: Box B only (financial)
• 1-3pm: Box C only (relationship)
• 3-5pm: Box D only (work)
• Evening: Off completely

During each slot:

• Focus only on that problem
• Ignore others completely
• Make progress on one thing
• Prevent mental mixing

Step 3 - Identify unaffected areas:

Critical insight: Not everything is broken

Even in crisis:

• Some relationships still solid
• Some skills still valuable
• Some resources still available
• Some parts of life functioning

List what's NOT broken: Reminds you that crisis is contained, not total. Provides psychological anchors.

Step 4 - Create crisis-free zones:

Designate times/places where crisis doesn't exist:

• Morning coffee: No crisis talk
• Meals with family: Normal conversation only
• Evening routine: Regular activities
• Certain physical spaces: Crisis-free

Prevents crisis from colonizing entire life

Application example:

Simultaneous crises:

• Parent diagnosed with serious illness
• Job threatened by layoffs
• Marriage under strain
• Financial pressure from medical bills

Without compartmentalization: "Everything is terrible, I can't cope, it's all connected, I'm drowning" → Paralysis, panic, poor decisions everywhere

With compartmentalization:

Monday morning (parent's health):

• Research treatment options
• Talk to doctors
• Arrange care plan
• Contained problem-solving

Monday afternoon (job security):

• Update resume
• Network outreach
• Plan for either outcome
• Separate from health crisis

Monday evening (marriage):

• Quality time with spouse
• Discuss one specific issue
• Don't mix with other problems
• Focused attention

Result: Progress on each front rather than drowning in merged catastrophe

Emotional compartmentalization:

Allow emotions by domain:

• Feel grief about parent (appropriate)
• Feel anxiety about job (appropriate)
• Don't let parent grief compound job anxiety
• Don't let job stress poison marriage time

Maintenance:

When boundaries blur:

• Notice: "I'm mixing problems"
• Pause
• Return focus to current box
• Save other concern for its timeslot

Think: "Multiple crises feel like total collapse—compartmentalize to handle each separately"

4. The Worst-Case Acceptance Decision

How to apply it: Accept the absolute worst outcome first to eliminate fear-paralysis and enable clear thinking.

The fear-paralysis problem:

In crisis, people avoid decisions because:

• Afraid of making it worse
• Paralyzed by potential bad outcomes
• Can't think clearly with fear overwhelming
• Frozen = deterioration continues

The acceptance solution:

Process:

1. Define absolute worst case explicitly
2. Accept it emotionally and practically
3. Plan for survival if it happens
4. Make decisions freed from that fear

Implementation:

Step 1 - Define worst case honestly:

"What's the absolute worst that could happen?"

Be specific, not vague:

• Not: "Everything falls apart"
• But: "I lose house, declare bankruptcy, move in with parents, take minimum wage job"

Step 2 - Survival test:

"If worst case happens, will I survive?"

Almost always: Yes

• Won't die
• Can rebuild
• Have survived before
• People have recovered from worse

Step 3 - Acceptance statement:

Say out loud: "If [worst case] happens, I will [survive by X]. It would be terrible, but I would be okay eventually. I accept this possibility."

Emotional release: Fear loses power once worst case is accepted

Step 4 - Freed decision-making:

Now ask: "What's the decision I'd make if I wasn't afraid of worst case?"

Usually reveals obvious choice that fear was blocking

Crisis examples:

Financial crisis—business failing:

Worst case:

• Business closes
• Lose investment
• Personal bankruptcy
• Lose house
• Start over at 45

Acceptance: "If this happens, I'll rent apartment, get job using my skills, rebuild over 3-5 years. My family stays together. My health is fine. People have started over at 50, 60, even 70. I'll survive."

Freed decision: Without fear of bankruptcy: "Should I invest more trying to save business, or close gracefully now?" → Clear-eyed analysis possible now

Health crisis—serious diagnosis:

Worst case:

• Treatment fails
• Limited time remaining
• Significant suffering
• Death

Acceptance: "If treatment fails, I'll maximize quality time with family, get affairs in order, make peace. Everyone dies eventually. I'll face it with dignity."

Freed decision: Without death fear paralyzing: "Which treatment aligns with my values? How do I want to spend remaining time?" → Can now choose clearly

Relationship crisis—marriage ending:

Worst case:

• Divorce
• Split custody
• Financial impact
• Starting over alone
• Social judgment

Acceptance: "If we divorce, I'll grieve, then rebuild. I'll be okay alone. Kids will adapt. Many people divorce and find happiness again. I'll survive."

Freed decision: Without fear of divorce: "Should we genuinely try to fix this, or is separation actually better for both of us?" → Honest assessment possible

The paradox:

Once you accept worst case:

• Fear diminishes dramatically
• Decisions become clearer
• Often avoid worst case because you act decisively
• Acceptance enables action that prevents the worst

Not:

• Giving up
• Negative thinking
• Manifesting bad outcomes

But:

• Removing fear's paralysis
• Enabling rational choice
• Operating from strength, not fear

Think: "Accept the worst to think clearly—fear dissolves when worst case is faced"

5. The Immediate Inventory Assessment

How to apply it: Conduct rapid inventory of remaining resources, capabilities, and options to counter feeling of total powerlessness.

The scarcity perception trap:

In crisis, brain fixates on what's lost/threatened:

• Job lost → "I have nothing"
• Relationship ended → "I'm alone"
• Money gone → "I'm destitute"
• Health failing → "I'm helpless"

Reality: Even in crisis, resources remain

The inventory process:

Create four lists immediately:

List 1 - Resources still available:

• Money (even if reduced)
• Possessions with value
• Housing options
• Food and basics
• Insurance/benefits
• Safety net (family, friends)
• Credit/borrowing capacity
• Skills/knowledge
• Time
• Health (what's still functioning)

List 2 - People who can help:

• Family members
• Close friends
• Professional network
• Mentors/advisors
• Support services
• Online communities
• Former colleagues
• Neighbors

Don't assume—ask for help, people often willing

List 3 - Capabilities you retain:

• Professional skills
• Life experience
• Problem-solving ability
• Education/credentials
• Personal qualities (resilience, creativity, persistence)
• Physical abilities
• Knowledge domains
• Relationships/reputation

These can't be taken away

List 4 - Options available:

• Paths forward (even imperfect ones)
• Decisions you can make
• Actions you can take
• Changes possible
• Alternatives to consider

Even limited options > zero options

Example inventory - Job loss:

Resources:

• Severance: $15,000
• Savings: $8,000
• Car (paid off)
• Apartment lease (6 months)
• Unemployment benefits available
• Health insurance through spouse
• Professional equipment owned

People:

• Spouse (employed, supportive)
• Parents (could loan money if desperate)
• Former boss (offered reference)
• 3 close friends in industry
• LinkedIn network of 500+
• Professional association

Capabilities:

• 10 years experience in field
• Specialized certification
• Proven track record
• Project management skills
• Technical skills transferable
• Public speaking ability
• Clear communication

Options:

• Apply for jobs in current field
• Pivot to adjacent field
• Consulting/freelancing
• Move to lower cost area
• Retrain for different career
• Start small business
• Take temporary work while searching

Insight: "I'm not destitute. I have $23K runway, strong network, valuable skills, multiple paths forward."

Psychological impact:

Before inventory: "I have nothing, I'm helpless, everything is lost"

After inventory: "I have resources, people, capabilities, and options. This is manageable."

Implementation in crisis:

Within first 24 hours:

1. Force yourself to create these four lists
2. Write everything, even small items
3. Share with trusted person (they'll add things you missed)
4. Post somewhere visible
5. Reference when feeling overwhelmed

Prevents catastrophic thinking, enables strategic planning

Think: "Crisis creates tunnel vision on losses—inventory reveals resources that remain"

6. The Regret Minimization Framework

How to apply it: When paralyzed between bad options, choose based on which outcome you'd regret least in the future.

The regret minimization question:

Jeff Bezos framework: "In X years, which decision will I regret less?"

Time horizons:

• 1 year: Short-term regret
• 5 years: Medium-term regret
• 10+ years: Long-term regret
• Deathbed: Ultimate regret test

Application:

When facing terrible options:

• All options have downsides
• No clear "right" answer
• Risk either way
• Paralyzed by fear

Ask: "10 years from now, which choice would I regret?"

Crisis decision examples:

Medical crisis—risky surgery vs. declining:

Option A: Surgery (50% improvement, 10% serious complications, 40% no change) Option B: Decline (slow deterioration certain, but safe)

Regret test (10 years):

• If choose surgery and it goes badly: "At least I tried"
• If decline and deteriorate: "I wonder what if I'd been brave enough to try"

Decision: Surgery—regret of not trying often exceeds regret of trying and failing

Financial crisis—bankruptcy now vs. struggle longer:

Option A: Declare bankruptcy, clean slate, start over Option B: Drain remaining resources trying to save situation

Regret test (5 years):

• If bankruptcy: "It was hard but I recovered and rebuilt"
• If drain resources and still fail: "I should have cut losses sooner, wasted 2 years and remaining money"

Decision: Bankruptcy—regret of prolonged suffering often exceeds regret of accepting reality

Career crisis—stay in dying industry vs. painful retrain:

Option A: Stay in comfort zone, declining prospects Option B: Retrain (2 years, expensive, uncertain outcome)

Regret test (deathbed):

• If stay: "I played it safe and my career slowly died. I wonder who I could have become."
• If retrain and fail: "At least I tried to grow. I took the risk."

Decision: Retrain—regret of unlived potential often exceeds regret of failed attempts

The pattern:

People regret:

• Inaction more than action
• Not trying more than trying and failing
• Playing safe more than taking risks
• Letting fear decide more than choosing consciously

Use this to guide crisis decisions

Implementation:

When stuck:

1. Define your options clearly
2. Project forward (1, 5, 10 years, deathbed)
3. For each option, write the regret statement
4. Choose path with least regret
5. Accept consequences—you chose consciously

Think: "In worst situations with only bad options, minimize future regret over current pain"

7. The Energy Preservation Protocol

How to apply it: Conserve limited mental and physical energy for critical decisions by ruthlessly eliminating non-essentials.

The energy crisis:

During catastrophe:

• Physical energy depleted (stress, sleep deprivation)
• Mental energy limited (decision fatigue, cognitive load)
• Emotional energy drained (grief, fear, anxiety)
• Every decision costs energy you don't have

Strategy: Eliminate all non-essential decisions

The decision diet:

Identify energy drains:

Energy-expensive decisions:

• What to wear
• What to eat
• Social obligations
• Minor purchases
• Routine choices
• Entertainment options
• Small plans

Each uses energy needed for crisis decisions

Elimination methods:

Method 1 - Automate everything possible:

• Same meals daily (simple, nutritious)
• Same outfit (eliminate wardrobe decisions)
• Same routine (eliminate scheduling decisions)
• Default answers to common questions

Example: Crisis uniform

• Wear same thing daily for duration
• No decisions, no thinking
• Energy conserved for important choices

Method 2 - Delegate ruthlessly:

• Others make non-critical decisions
• Accept imperfect outcomes
• Release control temporarily

What to delegate:

• Household tasks
• Meal planning
• Schedule management
• Minor logistics
• Social coordination

Method 3 - Defer aggressively:

• "Not now" to anything non-essential
• Create "after crisis" list
• Ignore non-urgent completely

Method 4 - Say no automatically:

• Default to "no" for new commitments
• Protect energy fiercely
• Social obligations can wait
• Forgiveness easier than energy restoration

Energy allocation:

Reserve energy for:

• Critical decisions only
• Stabilization actions
• Key relationships
• Self-care basics
• Tomorrow's functioning

Eliminate energy for:

• Appearances
• Minor optimizations
• Social niceties (temporarily)
• Non-essentials
• Perfectionism

Example - Health crisis management:

Energy-wasting:

• Researching every detail
• Reading every article
• Attending every support group
• Maintaining normal social calendar
• Perfect meal planning
• Keeping up appearances

Energy-conserving:

• Trust primary doctor, delegate research to one family member
• Focus on critical treatment decisions only
• Pause non-essential commitments
• Simple, nutritious meals (same thing daily)
• Let close relationships understand
• Ignore everything else

Result: Energy available for treatment decisions, recovery, maintaining key relationships

Physical energy preservation:

Crisis basics:

• Sleep (protect it ruthlessly, use aids if needed)
• Minimal nutrition (simple, adequate)
• Brief movement (10-min walks maintain function)
• Hydration (automatic, not decision)

Think: "Crisis demands energy you don't have—eliminate all non-essential decisions to preserve capacity for critical ones"

8. The Reversibility Preference Principle

How to apply it: When forced to decide quickly under pressure, choose reversible options over irreversible ones when possible.

Decision types:

Reversible (low-risk):

• Can be undone
• Easy to change course
• Low commitment
• Flexible

Irreversible (high-risk):

• Permanent
• Can't go back
• High commitment
• Inflexible

Crisis principle: Under pressure + Incomplete information = Choose reversible options

Why reversibility matters in crisis:

Crisis conditions:

• Incomplete information
• Emotional decision-making
• Pressure to act quickly
• High uncertainty

Reversible decisions:

• Allow correction when information improves
• Reduce regret risk
• Enable experimentation
• Lower stakes

Application examples:

Job crisis—multiple offers:

Reversible:

• Accept consulting contract (6-month commitment)
• Take temporary position
• Freelance trial period

Irreversible:

• Accept permanent role requiring relocation
• Sign non-compete agreement
• Burn bridges with current employer

Under pressure with uncertainty: Choose consulting → Can convert to permanent or try something else

Relationship crisis—marriage decision:

Reversible:

• Trial separation (living apart temporarily)
• Couples therapy (test improvement possibility)
• Reduced contact (space to think)

Irreversible:

• Divorce filing
• Affair (breaks trust permanently)
• Public ultimatums

Under emotional distress: Choose separation trial → Can reconcile or proceed to divorce with clarity

Financial crisis—resource allocation:

Reversible:

• Cut discretionary spending temporarily
• Delay major purchases
• Rent instead of buy
• Negotiate payment plans

Irreversible:

• Sell house (high transaction costs)
• Liquidate retirement accounts (penalties)
• Declare bankruptcy (7-year impact)

Under financial pressure: Cut spending first → Reassess before irreversible moves

The decision framework:

When crisis demands decision:

1. List options
2. Categorize: Reversible vs. Irreversible
3. If reversible option exists: Choose it first
4. Take irreversible action: Only when:
   • Sufficient information gathered
   • Emotion stabilized
   • Reversible options exhausted
   • Clear benefit demonstrated

Exceptions:

Sometimes irreversible is correct:

• Reversible option causes greater harm
• Delay is more dangerous than commitment
• Irreversible action stops crisis immediately

Example: Leaving abusive relationship is irreversible but necessary—reversible "trial separation" may enable escalation

Use judgment, but bias toward reversibility under pressure

Think: "In crisis, preserve optionality—choose reversible paths when rushed and uncertain"

9. The Trusted Council Activation

How to apply it: When your judgment is compromised by crisis, leverage pre-identified advisors who think clearly and care about your wellbeing.

Why you can't trust yourself in crisis:

Cognitive impairment during extreme stress:

• Tunnel vision (miss options)
• Emotional flooding (override logic)
• Catastrophic thinking (distorted assessment)
• Decision fatigue (poor choices)
• Sleep deprivation (impaired judgment)

You need outside perspective

The trusted council:

Pre-crisis preparation: Identify 3-5 people who:

• Know you well
• Have good judgment
• Care about you (not just outcome)
• Think differently than you
• Have relevant experience
• Are emotionally stable
• Can be honest with you

Council composition:

The types:

The Steady Hand:

• Calm under pressure
• Won't panic with you
• Provides grounding
• Thinks long-term

The Expert:

• Domain knowledge (financial, legal, medical)
• Technical guidance
• Knows pitfalls
• Provides realistic options

The Truth-Teller:

• Will be brutally honest
• Points out self-deception
• Challenges bad ideas
• No sugarcoating

The Compassionate:

• Emotionally supportive
• Reminds you of your worth
• Provides hope
• Helps you cope

The Strategic:

• Thinks systematically
• Sees consequences
• Plans contingencies
• Practical problem-solver

Don't use council:

• People in crisis themselves
• Those who'll tell you what you want to hear
• Those with conflicts of interest
• Those who catastrophize

Activation protocol:

When crisis hits:

Step 1 - Convene quickly (within 24-48 hours):

• Individual calls or group meeting
• Explain situation honestly
• Request help explicitly

Step 2 - Present without spin:

• Facts of situation
• Your current thinking
• Your emotional state
• Options you see

Step 3 - Ask specific questions:

• "What am I missing?"
• "What would you do?"
• "Where is my thinking wrong?"
• "What don't I see?"
• "Am I overreacting or underreacting?"

Step 4 - Listen without defending:

• Take notes
• Don't justify decisions
• Don't argue
• Just absorb perspectives

Step 5 - Synthesize:

• Common themes across advisors
• Warnings repeated by multiple people
• Options you hadn't considered
• Blind spots identified

Step 6 - Decide with input:

• Not vote or consensus
• But informed by collective wisdom
• Your decision, their insight

Example - Career crisis:

Situation: Job offer with red flags, but desperate for income

Council:

• Steady Hand (friend): "Sleep on it. Your desperation is showing. You have 2 weeks runway still."
• Expert (former boss): "That company has 50% turnover. I'd keep looking."
• Truth-Teller (spouse): "You're taking it because you're scared, not because it's good. That's not you."
• Compassionate (parent): "We can help with rent if you need more time to find the right fit."
• Strategic (mentor): "Counter-offer: Same pay, remote work, 3-month trial. If they refuse, that tells you something."

Synthesis: Don't take job out of panic. Buy more time. Keep searching. Counter-offer reveals their flexibility.

Decision: Decline current offer, accept parents' help, continue search. Found better role 3 weeks later.

Without council: Probably would have accepted poor-fit job out of panic

Think: "In worst moments, your judgment fails—activate trusted council to think clearly on your behalf"

10. The Micro-Commitment Progress Strategy

How to apply it: When overwhelmed by catastrophe's magnitude, make only the next smallest commitment, creating momentum through tiny wins.

The overwhelm paralysis:

Crisis creates impossible-seeming situation:

• Problem feels too big
• Solution seems impossible
• Don't know where to start
• Paralyzed by magnitude

The micro-commitment solution:

Don't commit to solving crisis—commit only to next tiny step

The process:

Step 1 - Abandon the big plan:

• Don't try to see whole path
• Don't need complete solution
• Don't require perfect strategy
• Let go of knowing how it ends

Step 2 - Ask: "What's the smallest next action?"

Not: "How do I solve this?" But: "What's one tiny thing I can do in next 10 minutes?"

Examples:

• Not: "Get new job"
• But: "Update one line on resume"
• Not: "Fix marriage"
• But: "Text spouse one appreciative thing"
• Not: "Recover from bankruptcy"
• But: "Open spreadsheet, list one asset"

Step 3 - Commit only to that micro-action:

• 5-10 minutes maximum
• Concrete and specific
• Completable today
• Requires no planning

Step 4 - Complete it:

• Just that one thing
• Nothing more required
• Celebrate tiny win

Step 5 - Repeat:

• After completing, ask again: "What's next smallest action?"
• Make that next micro-commitment
• Complete it
• Repeat

The momentum effect:

Starting is hardest part:

• Micro-commitment removes starting barrier
• Completing small action creates momentum
• Momentum makes next action easier
• Chain of small actions = progress

Psychological benefit:

• Breaks paralysis
• Creates sense of agency
• Provides accomplishment feeling
• Reduces overwhelm

Example - Financial catastrophe:

Situation: $50K debt, no plan, overwhelmed

Macro-commitment (paralyzing): "Get out of debt" → Too big, don't know where to start, give up

Micro-commitments (actionable):

• Day 1, 10am: List all debts on paper (10 min)
• Day 1, 3pm: Call one creditor, ask about options (15 min)
• Day 2, 9am: Research one debt consolidation program (10 min)
• Day 2, 2pm: Cut up one credit card (2 min)
• Day 3, morning: Cancel one subscription (5 min)
• Day 3, evening: Pack lunch for tomorrow instead of buying (10 min)

After 3 days:

• Multiple tiny wins
• Momentum building
• Path emerging
• Paralysis broken

No longer impossible—just series of tiny doable actions

Example - Health crisis recovery:

Situation: Post-surgery, long recovery, discouraged

Macro-commitment (demoralizing): "Get back to normal" → Months away, feels hopeless, depressing

Micro-commitments (motivating):

• Today: Walk to mailbox (3 min)
• Tomorrow: Walk to end of street (5 min)
• Day 3: Walk around block (10 min)
• Day 4: Add one exercise from PT (5 min)
• Day 5: Walk block + exercise (15 min)

After 1 week:

• 5 consecutive wins
• Visible progress
• Confidence building
• Recovery feels achievable

The anti-planning paradox:

Traditional advice: "Make a plan to overcome crisis" Problem: Planning is overwhelming when in crisis

Micro-commitment approach: "Don't plan, just take next obvious tiny action" Result: Path emerges through action, not planning

Implementation:

When catastrophe hits:

1. Don't try to solve it
2. Don't make big plans
3. Just identify next 10-minute action
4. Complete it
5. Ask again: "What's next?"
6. Repeat indefinitely

Trust the process—micro-commitments compound into crisis resolution

Think: "In worst situations, don't solve the crisis—just take the next tiny step, then the next"

Integration Strategy

For crisis decision-making:

1. Triage to identify true priorities
2. Stabilize before attempting solutions
3. Compartmentalize multiple crises to prevent overwhelm
4. Accept worst case to eliminate fear-paralysis
5. Inventory resources to counter powerlessness
6. Make micro-commitments to build momentum

Worst situations demand different decision-making: stabilize first, think clearly second, act incrementally always. Survival first, solutions after.