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Decision-making may be the toughest thing leaders do. Most of the choices the leader makes

involves risk. For political or military decisions, lives may hang in the balance.

Even in the business or non-profit world,

we have to make critical choices that affect the welfare and livelihood of dozens,

or perhaps thousands of people, often using conflicting or incomplete information.

How do you make a good decision?

One you can implement with confidence.

On July 16, 1999, two minutes after sunset, a Piper Saratoga

taxied onto the runway at Essex County Airport in New Jersey.

John F. Kennedy Jr., his wife and sister-in-law, were headed to a wedding that was to take place the following day

on Martha's Vineyard.

They never arrived.

Although the 38-year-old was an experienced pilot, the summer haze and falling darkness made for difficult flying conditions.

Two days later, investigators found the wreckage and pieced together what happened.

According to the National Transportation Safety Board, the accident occurred

because Kennedy failed to, quote, maintain control of the airplane during a descent over water at night,

which was the result of spatial disorientation.

Spatial disorientation is when you can't determine the position of your body relative to other objects.

In other words, you can't tell which way is up. It can affect pilots, divers,

...