Field Note
Notes on Making Decisions With Incomplete Information
A founder's working notes on the actual mechanics of deciding when you don't have enough information — and why waiting for more information is itself a decision.
Abstract editorial illustration in warm neutral tones representing an incomplete path — Original illustration for Modern Self Journal
In brief
A founder's first-hand reflection on deciding without complete information: waiting for more certainty is itself a decision, most consequential calls get made well short of full information, and a simple one-question filter helps separate research that would actually change the decision from research that's just there to feel less uncomfortable.
A caveat before this one starts: this is a personal reflection from running a business, not a case study with specific figures or a step-by-step account of one decision. I'm keeping it that way deliberately — I'd rather generalize honestly from real experience than dress up a single anecdote with more certainty than it deserves. If you want the research-backed version of decision-making under uncertainty, that's a different, more academic article. This is closer to a working note.
The thing nobody tells you about "gathering more information"
Early in running any kind of business, most people — myself included — treat uncertainty as a research problem. Don't know if a pricing change will work? Look for more data. Not sure if a hire is the right fit? Ask more interview questions. Unsure whether a vendor will actually deliver? Get more references.
All reasonable. All also, past a certain point, a way of not deciding while feeling like you're doing something productive.
The uncomfortable pattern I've noticed, watching myself and other founders operate, is that "I need more information" is often true for the first 30% of a decision and a polite fiction for the rest of it. The first round of research usually surfaces the two or three things that actually matter. Every round after that tends to produce diminishing, sometimes purely cosmetic, additional certainty — while the actual cost of waiting (a competitor moving, a good candidate taking another offer, a window closing) keeps accruing in the background, mostly invisibly.
Waiting is a decision too
This is the part that took me longer to internalize than it should have: choosing to wait for more information isn't a neutral, decision-free state. It's a decision — specifically, a decision to keep the current situation running a little longer while you look. Sometimes that's the right call. Often, in my experience, it's the default people reach for because a bad decision made actively feels more personally costly than a bad outcome that happens passively, even when the passive outcome is objectively worse. Nobody blames you, including yourself, quite as sharply for "I was still researching" as for "I decided and it didn't work."
That asymmetry is worth naming plainly, because it quietly shapes a lot of decisions that get labelled as careful when they're really just deferred.
An original framework: The One-Question Filter
Somewhere along the way, I started applying one question before deciding whether to gather more information or just decide: "What specific thing would I learn that would actually change what I do — and can I get that one thing cheaply?"
Not "what more could I learn" — almost anything qualifies under that standard. Specifically: what's the one fact, if it came back the way I don't expect, that would flip the decision. If there's a clear answer and it's genuinely cheap to check (a phone call, a small test, one more reference), it's worth the delay. If the honest answer is "I'm not sure anything I'd learn would actually change my mind, I just want to feel more certain," that's usually the moment to decide with what's already in front of me.
This doesn't eliminate the discomfort of deciding without full information — nothing does, and I don't think it should. What it does is separate research that's actually load-bearing for the decision from research that's mostly there to make the deciding feel less uncomfortable.
Where this framework breaks down
It's not a fit for decisions with a genuinely low, well-understood cost of delay and a high cost of being wrong — some things really do deserve more diligence, and "the one question" can be a rationalization for impatience if you're not honest with yourself about which category a decision falls into. It also assumes a reasonable amount of self-awareness about your own avoidance patterns, which is easier to claim than to actually have in the moment. I still get this wrong sometimes, usually in the direction of deciding too early on something that deserved one more round of checking.
What I'd tell someone starting out
If you notice yourself on a third or fourth round of "just a bit more research" on the same decision, it's worth asking honestly whether you're still looking for information or just looking for the discomfort to go away on its own. Those are different problems, and only one of them is solved by more research.
This is a first-hand account and personal analysis, not a generalised or scientifically verified claim. It reflects one person's experience. Read the full disclaimer.
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Entrepreneur and independent publisher writing about decision-making, money behaviour, and personal growth.
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