Beaverton, Oregon Apr 9, 2026  – With decades of experience managing serious criminal cases, attorney and former Chief Deputy District Attorney Bracken McKey has observed how decisions are set on a path to success or failure long before the results become apparent.

In a new analysis, McKey tackles five widespread myths that influence common beliefs about making decisions under pressure. Each seems logical. Each proves faulty in real-world application.

“The majority of errors stemmed not from ill intent,” McKey stated. “They originated from hasty choices and overlooked patterns.”

Myth 1: More Information Leads to Better Decisions

This idea is appealing because it creates a sense of security. More data implies greater control. However, high-volume settings demonstrate the contrary. When information grows, focus splinters. Cognitive load research indicates that decision-making precision decreases as individuals try to handle excessive inputs simultaneously. In critical casework, the most effective decisions typically arise from pinpointing the single crucial fact, not from gathering numerous irrelevant ones. “Good ideas are only valuable if they are effective,” McKey noted. “And frequently, what is effective is straightforward, repeatable, and consistent.” The challenge is not a shortage of information, but the capacity to sift through it effectively when stressed.

Myth 2: Pressure Sharpens Judgment

Pressure is commonly portrayed as a tool that improves performance. This is inaccurate. It narrows cognitive processes. Studies in legal and medical professions reveal that continuous pressure results in quicker but less precise choices. For instance, research shows judges tend to favor more standard rulings as lengthy sessions progress. In high-stakes legal practice, pressure seldom enhances clarity. It diminishes it. “The change isn’t immediately obvious,” McKey commented. “However, by day’s end, the decisions you make differ from those you would have made in the morning.” The transformation is slow, which is why it frequently escapes detection.

Myth 3: Experience Prevents Mistakes

Experience fosters confidence, and this confidence is often incorrectly equated with correctness. In reality, while experience alters decision-making processes, it does not eliminate the factors that cause errors. Even experts can make poorer judgments when dealing with high volume or exhaustion. The true benefit of experience is enhanced pattern recognition—the skill to identify what is familiar and what is anomalous. Yet, pattern recognition still requires focused attention. “High volume alters thought processes, even subconsciously,” McKey said. Experience only bolsters judgment when the surrounding circumstances permit it.

Myth 4: Big Outcomes Come From Big Moments

This misconception is perpetuated by the way results are often depicted. Trials, negotiations, and significant choices seem to depend on a solitary pivotal event. In truth, outcomes are determined earlier and more subtly. In criminal law, the most influential work occurs during document review, evidence examination, and initial inquiries. By the time a case gets to trial, its direction is largely predetermined. This principle applies in other areas as well. Minor choices, made consistently over time, have a greater cumulative impact than a single dramatic event. “Most advancement occurs before problems arise,” McKey explained. “It begins with an awareness of how decisions are formulated.” The conspicuous moment is seldom the most critical.

Myth 5: If a Decision Feels Right, It Is Probably Right

Gut feeling appears efficient. It seems justified. Under duress, it becomes the automatic response. But instinct is affected by tiredness, routine, and prejudice. Studies on decision fatigue demonstrate that as cognitive resources deplete, individuals gravitate toward habitual options instead of correct ones. In high-pressure settings, this causes predictable mistakes—such as excessive confidence in flawed premises or the approval of insufficient data. Instinct is not inherently unreliable, but its effectiveness is situational. It performs optimally when backed by a structured framework and conscious awareness. Lacking these, it reveals more about the decision-maker’s mental condition than the actual circumstances.

If You Only Remember One Thing

The quality of decisions does not collapse suddenly.
It deteriorates gradually.

This decline is caused by volume, pressure, and repetition—not by an absence of expertise.

Take One Step Today

These myths endure because they appear sensible. They align with how individuals prefer to believe decision-making functions.

They do not align with the reality of how decisions function under pressure.

Readers are invited to select one myth, notice its influence on their own decision-making, and pass this list along to a colleague who regularly makes important choices in their profession.

Understanding begins with awareness.

About Bracken McKey

Bracken McKey is a lawyer practicing in Washington County, Oregon, and the principal of McKey Law. He dedicated over 25 years to the Washington County District Attorney’s Office, holding positions such as Senior Deputy District Attorney and Chief Deputy District Attorney. Throughout his public service, he managed many of Oregon’s most severe and prominent cases, including homicides, attempted murders, and intricate felony prosecutions. His efforts also included collaborative crime prevention initiatives across different industries, for which he received honors like the Recording Industry Association of America Gold Record Law Enforcement Award and the Oregon Construction Industry Crime Prevention Law Enforcement Partner Award. He concluded his public service career in 2024 and now utilizes his expertise in private legal practice, concentrating on decision-making, risk assessment, and case strategy.

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