We are all gatekeepers in one way or another. From selecting the employees that would constitute a team in a company, to deciding who gets accepted in a university’s prestigious program. Gatekeepers have the power to make decisions that can change the course of an individual’s life. However, the burden of such responsibility can lead to a phenomenon known as “Gatekeeper’s Remorse.”

What is Gatekeeper’s Remorse?

“Gatekeeper’s Remorse” refers to the emotional and psychological distress experienced by decision-makers or gatekeepers due to the consequences of their choices. This includes the aftermath of turning down promising candidates due to limited slots or selecting a candidate who didn’t meet expectations.

The Decision-Making Process

To understand the core of “Gatekeeper’s Remorse,” it is essential to delve into the decision-making process. Every decision made, especially those that significantly impact others, carries a psychological weight. These decisions often involve a series of trade-offs, assessing the strengths and weaknesses of each potential candidate, project, or scenario.

However, the process is often more complex than a straightforward pros-and-cons list. The gatekeeper must consider the future implications of their decision, its effects on others, and the possible outcomes if another path were chosen.

Cognitive Dissonance and Regret

A key aspect of “Gatekeeper’s Remorse” is cognitive dissonance, a psychological term that refers to the discomfort people feel when their actions contradict their beliefs or values. In the context of gatekeeping, this can occur when gatekeepers have to make decisions that they know could negatively affect others.

This dissonance can result in regret, a powerful emotion associated with decision-making. Regret occurs when we believe our current situation could be better or happier if we had made different decisions in the past.

Empirical Evidence

A study conducted by researchers from the Harvard Business School explored the regret experienced by gatekeepers. They discovered that gatekeepers indeed show significant levels of regret and guilt when they believe their decisions have adversely affected others.

In another study, Stanford researchers found that the gatekeepers who had experienced significant remorse often struggled with their decision-making capabilities in the future. They second-guessed their decisions, hesitated more, and generally felt less confident in their choices.

Navigating Gatekeeper’s Remorse

Dealing with the remorse can be challenging, but there are ways to mitigate the emotional fallout. One method is cognitive reframing, which involves changing the way one perceives a situation. Instead of focusing on negative outcomes, the gatekeeper can reframe their perspective to focus on the benefits their decision may have brought about.

Another strategy involves de-personalizing the process. By recognizing that the decision made was based on the best information available at the time and in the best interest of the organization or institution they represent, the gatekeeper can detach themselves from personal guilt.

Conclusion

“Gatekeeper’s Remorse” is a profound psychological phenomenon that underscores the burden of decision-making. Understanding it is not only crucial for the wellbeing of those in gatekeeping positions but also for the efficiency and effectiveness of their decisions. By acknowledging and addressing gatekeeper’s remorse, organizations can foster a more empathetic and mentally healthy decision-making environment.