Definition

A week ago, I found myself paralyzed in a grocery aisle. I was standing between 14 types of olive oil. I wasn’t comparing price or quality anymore. I was just stuck.

We think indecision is about complexity. Often, it’s about expectation. We think we’re supposed to make the perfect choice every time, like there’s a single correct answer hiding in plain sight.

That’s where Satisficing comes in.

Satisficing is a decision-making strategy that combines ‘satisfy’ and ‘suffice,’ where you establish acceptable criteria and choose the first option that meets them. Rather than pursuing the perfect choice, satisficing embraces “good enough” solutions that meet predetermined standards.

Why Use It

In a world of endless options and information overload, pursuing optimal choices often leads to decision paralysis and decreased satisfaction. Satisficing offers a practical escape from this paradox of choice, helping us make efficient decisions that preserve our mental energy and time for critical matters.

When to Use It

Modern life bombards us with countless decisions, from what to watch on Netflix to which job offer to accept. Apply satisficing when:

• The cost of continued searching exceeds the potential benefits
• You face time constraints or decision fatigue
• The stakes are moderate rather than critical
• Multiple options would serve your needs adequately
• Perfect information is impossible or impractical to obtain
• The decision is reversible

How to Use It

“Indiana Jones and the Last Crusade” illustrates satisficing in action.

In the film’s climax, Indy enters a room filled with dozens of ornate cups—each one potentially the Holy Grail.

The stakes? His father is dying. Choose correctly, and the Grail’s power will heal him. Choose poorly, and the wrong cup could mean death.

There’s no time for analysis paralysis.

Instead of overthinking, Indy applies a simple rule: “It would be the cup of a carpenter.” He ignores the gold and jewels and grabs the humble clay cup.

That fast, focused decision saves his father’s life.

Like Indy, when we set clear criteria up front, we avoid the trap of endless deliberation. Satisficing works because it honors constraints. It protects energy and attention for the things that actually need perfection.

Try it next time you’re spiraling on a choice that doesn’t deserve your full cognitive load.

Next Steps

Implementing satisficing effectively requires a shift in mindset and practical preparation. Think of it as creating a decision-making toolkit where satisficing is one of your primary instruments.

1. Define your minimum acceptable criteria clearly
2. List your non-negotiable requirements
3. Evaluate options sequentially rather than simultaneously
4. Choose the first option that meets your standards
5. Move forward without second-guessing
6. Save your maximizing energy for truly critical decisions

Where it Came From

Herbert Simon introduced the concept of satisficing in 1956, challenging the traditional economic assumption that people always maximize utility. Simon, who later won the Nobel Prize in Economics, argued that human rationality is bounded by cognitive limitations and information constraints. The term has since become fundamental in behavioral economics, psychology, and decision theory, offering a more realistic model of how humans make choices in complex environments.