The Weekly Reflektion 46/2025
Decisions taken when emotions are running high may not be of the best quality. Sometimes taking a break from the matter and even sleeping on it can help to calm down and improve the quality of the decision. Psychologist Bluma Zeigarnik discovered that people tend to remember unfinished tasks better than completed ones, a phenomenon now known as the Zeigarnik effect. When we leave a task or decision unfinished, the Zeigarnik effect keeps it active in our subconscious, nudging the mind to seek closure. That’s why “sleeping on it” often brings clarity. During sleep, the brain quietly reorganizes thoughts, softens emotions, and forms new connections. Together, these processes help us wake with fresh insight, not because we stopped thinking, but because our minds kept working in the calm of rest.
Do you sleep on it before you make a decision?
There are moments when emotions rise faster than reason, and the urge to act immediately feels almost irresistible. I experienced this after presenting the findings of an incident investigation to the senior management team in an oil company. Several of the findings were critical of this team and their initial response was defensive, and they felt threatened. After some discussion around the chain of events, and findings, they began to appreciate the message I was sending, and the opportunities for improvement at their level. The meeting ended cordially with an agreement to follow-up on these findings.
About a week later I received an angry email from one of the senior management team criticising the investigation findings. My first reaction was anger. Within minutes, I had typed out a long reply explaining (again) the findings and the thinking behind them, expressing my irritation at his response. My finger hovered over the “send” button, but something caused me to pause. I decided to wait until morning before responding.
That night, I replayed the situation in my mind. I felt justified in my frustration, but as I had experienced in many investigations, behaviour that seems irrational only seems irrational because you don’t understand the context. Are there other factors that I am unaware of. Next morning I discussed the issue with another team member who knew the manager better than I. He informed me that the manager was a diabetic and was known for sending angryemails when his blood sugar level was in imbalance.
I decided to ignore the mail, and not send an equally critical reply, and then see how things developed. I heard nothing more and at future meetings with the manager the email was never mentioned,and actions were agreed based on the report findings.
In hindsight, taking a pause before sending an angry email was a good choice. That short delay completely changed the direction of the outcome. If I had responded immediately, my impulsive words could have caused unnecessary conflict, probable both short- and long-term tension, with unpredictable results. By waiting, I gave myself space to reflect and consider the context of the original email. Sleep is not just rest for the body, it’s a reset for the mind.
This experience taught me that taking time before making a decisionis not a sign of weakness or hesitation. It’s a deliberate act of self-control and reflection. In a world that prizes instant responses, the simple act of pausing can prevent regret, and improve the quality of decisions. Now, whenever I face an emotionally charged decision, I remind myself wisdom often arrives after a night’s sleep.