A useful question at the beginning of a difficult decision is: What evidence would make me change my mind?
If there is no plausible answer, a preferred conclusion may be driving the analysis. That matters in environmental management, infrastructure, finance, and public policy, where decisions often involve uncertain information and competing objectives.
Writing down assumptions and potential disconfirming evidence before acting creates a more transparent process. It also helps distinguish legitimate differences in priorities from disagreements about facts.
Good judgment is not never changing your opinion; it is being clear about why you hold one.