This article discusses how to make better decisions among the 35,000 choices we face daily, moving beyond basic decision-making frameworks to more impactful approaches. The author provides three key tips: delve deeper to understand the full scope and interconnected systems behind an issue, embrace different viewpoints to see the bigger picture and anticipate how your perspective might evolve, and build networks that help you adapt quickly when unexpected factors emerge.

This article explores the challenges of navigating complex information and making confident decisions in our knowledge-saturated world, proposing multidimensional thinking as the solution. Using the parable of blind men describing an elephant from their limited perspectives, the author argues that embracing diverse viewpoints creates more complete understanding than relying on single sources or experts. The piece outlines five benefits of multidimensional thinking: it helps identify bias and misinformation, breaks down knowledge silos, fosters empathy across different perspectives, promotes self-reflection about our own assumptions, and enables more creative and sustainable decision-making.

This brief article explains how to create a SparkMap on Hunome's platform, describing it as a tool for exploring complex themes and connecting fragmented thoughts. The process involves six steps: choosing a focus area that genuinely interests you, establishing a central idea or hypothesis, branching out into subtopics and related concepts, connecting seemingly unrelated ideas, regularly reviewing and refining the map, and finally inviting others to contribute their perspectives. Building SparkMaps solo helps develop reasoning skills and creates a tangible representation of your thinking, while also serving as a foundation for collaborative, multidimensional understanding when shared with others.

This article traces the evolution of human-centered decision-making through three phases, arguing that understanding "humanness" remains crucial even in our AI-driven era. It begins with Decision-making 1.0 (traditional market research like focus groups), noting limitations such as short-term focus, isolated methods, and susceptibility to echo chambers that stifle innovation. Decision-making 2.0 introduced technology and AI to improve connections and streamline processes, but the author argues that algorithms cannot handle non-existent information, exceptions to rules, or unexpected anomalies. Decision-making 3.0 emphasizes that human ingenuity creates discontinuities and envisions possibilities beyond past data, making our "shared humanness" essential for better choices despite the complexity it introduces.

This article argues for a shift from linear to nonlinear thinking to better navigate our rapidly changing, interconnected world. It explains that nonlinear thinking is essential for understanding complex systems where small changes can have disproportionate effects, recognizing global interconnectedness and ripple effects, and adapting to unprecedented uncertainty from technological advances and global crises.