1. Pass the .......... : Pass off the responsibility of making the decision to someone else; do not make decisions by yourself, but bring in someone to blame if things go wrong.

2. Have second thoughts: Second thoughts have .......... more useful decisions than all the difficult circumstances and overwhelming obstacles fate could ever throw at you; and undermining your authenticity by succumbing to someone else's second thoughts is a subtle and seductive form of self-abuse.

3. Succumb to failure: Believe that the choices you will make are predestined and you are .......... to fail (one gets used to failure) versus the result of hard work and thought.

4. Set up a committee: A committee is a .......... down which ideas are lured and then quietly strangled; the greatest things are often accomplished by individual people, not by committees.

5. False decentralization: this could take place when an authoritative manager assigns accountability to a new 'director of for every new decision-making problem, but does not .......... any authority.

6. Commonsense-based decisions: If you start making decisions on the basis of .......... wisdom or chatter in the hall, generally speaking, you will make the wrong decision; what is called common sense is almost always uncommon.

7. Failure to understand the problem: This is caused by, among other things, subjectivity, irrational analysis, lateness or .......... lack of sensitivity, and lack of focus.

8. Rationalization to limit the course of actions: This strategy is very popular — .......... the cards to make one alternative clearly right and remove all risk.

9. Information: Some information gathered is not valid — decisions are often made first and information sought to support the solution, or much of the information gathered is .......... to the decision-making.

10. False alternative: This attempts to .......... the decision-maker into a corner from which there is no escape except to accept the alternative.