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Decision Quotes

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Decision Quotes

“My authoritarian and quick manner of making decisions led me to have serious problems and to be accused of being ultraconservative. I have never been a right-winger. It was my authoritarian way of making decisions that created problems.”

“The hungry world cannot be fed until and unless the growth of its resources and the growth of its population come into balance. Each man and woman-and each nation-must make decisions of conscience and policy in the face of this great problem.”

“Probably the most pervasive false belief most of us harbor is the fallacy that only some superhuman act would have the power to turn our problems around. Nothing could be further from the truth. Life is cumulative. Whatever results we're experiencing in our lives are the accumulation of a host of small decisions we've made as individuals, as a family, as a community, as a society, and as a species.”

“In a democracy, every ordinary citizen is effectively a king--but a king in a constitutional democracy, a monarch who decides only formally, whose function is merely to sign off on measures proposed by an executive administration. This is why the problem with democratic rituals is homologous to the great problem of constitutional monarchy: how to protect the dignity of the king? How to maintain the appearance that the king effectively makes decisions, when we all know this not to be true?”

“Linear programming is viewed as a revolutionary development giving man the ability to state general objectives and to find, by means of the simplex method, optimal policy decisions for a broad class of practical decision problems of great complexity. In the real world, planning tends to be ad hoc because of the many special-interest groups with their multiple objectives.”

“The deep paradox uncovered by AI research: the only way to deal efficiently with very complex problems is to move away from pure logic.... Most of the time, reaching the right decision requires little reasoning.... Expert systems are, thus, not about reasoning: they are about knowing.... Reasoning takes time, so we try to do it as seldom as possible. Instead we store the results of our reasoning for later reference.”

“Despite the insanity of using whether you would want to have a beer with someone as a legitimate reason for voting for or against them, I always felt that is indicative of a massive problem in politics: It matters as much what your personality is as how smart you are or how good you are at your job. That is a huge, huge problem. A lot of people who are very smart or very good at their jobs are not people I would want to ever have a beer with - but I would want them making massive policy decisions with huge implications for the future of the planet.”

“It is not possible to be truly balanced in one's views of an abuser and an abused woman. As Dr. Judith Herman explains eloquently in her masterwork Trauma and Recovery, “neutrality” actually serves the interests of the perpetrator much more than those of the victim and so is not neutral. Although an abuser prefers to have you wholeheartedly on his side, he will settle contentedly for your decision to take a middle stance. To him, that means you see the couple's problems as partly her fault and partly his fault, which means it isn't abuse.”

“An important decision I made was to resist playing the Blame Game. The day I realized that I am in charge of how I will approach problems in my life, that things will turn out better or worse because of me and nobody else, that was the day I knew I would be a happier and healthier person. And that was the day I knew I could truly build a life that matters.”

“Compromise is usually bad. It should be a last resort. If two departments or divisions have a problem they can't solve and it comes up to you, listen to both sides and then pick one or the other. This places solid accountability on the winner to make it work. Condition your people to avoid compromise.”

“Most problems, decisions, and performances are multidimensional, but somehow the results have to be reduced to a few key indicators which are to be institutionally rewarded or penalized... The need to reduce the indicators to a manageable few is based not only on the need to conserve the time (and sanity) of those who assign rewards and penalties, but also to provide those subject to these incentives with some objective indication of what their performance is expected to be and how it will be judged... key indicators can never tell the whole story.”

“I was working with actors who were very easy to work with, but I can just imagine how, with all the other decision-making problems that come up along the way, in addition to that, the whole point of what your doing is following performance and character development. You're building your story with those building blocks, and it is not easy. I've only come out with more respect for directors, from this.”