Everyone who goes to the summit of Mount Everest becomes seriously hypoxic. Hypoxic people not only do not think well, they also do not know that they do not think well. Anticipating this problem in 1996, the guides set strict rules for how and when their group members would make their summit attempts. In effect, the rules were intended to replace judgment at the most dangerous part of the climb near the summit. One of the rules was to turn around and head back down the mountain at 2 p.m. on summit day, no matter how close to the summit anyone might be at that time.
Heavy stress impairs our thinking and judgment.
We find that we cannot identify and weigh alternatives like we can when we are calm. Then, we quickly seize the solution so we can get on to the next problem. It feels right, and we feel like efficient problem solvers. But from past experience, we all know that this approach to decision-making is seductive and defective. All kinds of lists can help, from grocery lists to to-do lists.