A good definition of stress, which summarizes its relationship with decision making, is that stress is a demand made upon the adaptive capacities of the mind and body. The idea is if these capacities can handle the demand and enjoy the stimulation involved, then stress is welcome and helpful.
The definition shows that stress can be both good and bad, it is our reaction to stress that matters, and if our capacities are good we will respond well. Thus, the effectiveness of a decision maker under stress depends on his/her capacities (Thinking and Decision Making Under Stress (online)).
The degree to which an individual becomes stressed differs and the way in which stress is manifest for an individual differs (you may not experience all of these symptoms). It is important to emphasize that exposure to stressors does not necessarily produce negative effects, particularly in personnel who have had prior exposure to these circumstances.
• Serious threat to important values and goals, life, health, environment;
• Danger and fear for one’s own life;
• Strain of responsibility;
• Fear of failure-catastrophic consequences of failing to solve the crisis;
• Having reduced ability to be effective, resulting in less control over consequences;
• Rapid changes requiring continuing assessments;
• Time pressure which is not always accurate;
• Insecurity-regarding assessment of the situation and solutions;
• Little information-or information overload;
• Group pressure-and subgroups emerging.