One thing to remember
Before the outcome is known, write down your view, its grounds, alternatives and conditions for review. Later, distinguish information available then from information learned afterward and from the outcome itself.
Keep a version before the outcome
When reviewing a decision, its eventual outcome can take over the whole account. Before acting, record what you know, the constraints, and why you lean toward one option.
This is a recording exercise, not a promise to improve decision quality. It gives a later review a way back to the information actually available at the time.
Include the path not taken
Record one other option you seriously considered and why you did not choose it. When an option was not feasible, name the constraint.
You do not need an exhaustive list. The alternatives that actually affected your judgment are enough to make the trade-offs more visible.
Agree on a review, not permanent commitment
Name a change that would justify reconsideration, or choose a review time connected to the task. Tie the trigger to the grounds for your view rather than inventing an arbitrary deadline.
When new information arrives, first identify which premise changed. Then decide whether to revise the conclusion. Keep the reason for revision alongside the reason for the original choice.
Review the information, not only the outcome
Create three columns: known at the time, learned later, and still unknown. Then compare the outcome with what you expected.
A favorable outcome alone does not prove the reasoning was complete. An unfavorable one does not show that every step was wrong. Separating process from outcome makes it possible to identify a specific change.