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In truth, we all are at times. As the name implies, infobesity is being unable to make decisions because you have too much information to consider. This challenge is nothing new. Social scientists were talking about information overload 50 years ago. Because of the “marvels” of digital technology, we now have it on steroids. Infobesity is the snazzy new term for it.

As you, every time I search for information on the Internet, Google takes .6 seconds to provide me with 4 billion possible links. This is part of the reason that 90 percent of people never look past the first page of a search according to those who study on-line behavior. The whole process just wears us out.

So, how do you battle this drain on time, energy and focus? In my study of decision makers, here’s what I found the best ones do.

First, they get really clear on the decision. Many times, we’re afraid of leaving out any element concerning an issue. As a result, we keep adding more and more detail, which diffuses the focus on what really needs to be decided. Solution? Take time at the beginning to really narrow the decision down to its essence. One exercise I use is to explain the issue in as few words as possible. When I say “few” words, I mean five to ten. Or, I try to explain it to someone else in as few words as possible and have them hold me to that limit. That relates to the next point.

Second, they get another perspective. My friend and colleague, Jay, has an amazing way of getting to the heart of any issue. When I am struggling with a complex decision, I’ll shoot him an email explaining the situation, usually taking 500 words to describe it. Most times, he’ll respond with a five-word solution or recommended choice. In a way, this relates to Occam’s Razor, which states that all things being equal, the simplest solution tends to be the best one.”

Third, the best decision makers accept that they will never have all the information they need. Every decision involves an element of risk. More than one business leader has observed that if you have 70-80 percent of the information you think you need, it’s time to act. During the American civil war, President Lincoln fired General George McClellan because while he was a great organizer, he couldn’t make up his mind. Lincoln replaced him with Ulysses Grant who wasn’t the best organizer but was willing to act when he felt he had enough information to make a decision. That brings us to the next point.

Fourth, they seek to limit their options. Many in our marketplace seem focused on offering as many choices as possible. This is why there are 250 shades of white paint at Home Depot and Lowe’s for instance. But interestingly, consumer research indicates that offering a smaller number of options reduces customer stress and enables them to come to a purchase decision faster and more confidently. The same thing is true for committees and individuals making decisions. Imagine having someone dumping reams and reams of research on the table and saying, “OK, let’s make a decision.” This takes us back to the first point. The clearer the understanding you have of the decision to be made, the less research and fewer options you will need.

Finally, the best decision makers are always on the lookout for infobesity. It’s insidious. Well-meaning individuals offer options you probably don’t need. Online algorithms offer endless information even after you’ve stopped searching. Committee members bring up discarded options one more time “just to be sure.” Truth is, the best decision makers are somewhat cutthroat about the information they allow into their consideration. But this is the only way to come to a timely and reasoned decision.

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