Quotes About Decisions

Having three daughters, it is important for me to set a good example and teach them to make decisions that are healthy for your heart no matter what age you are.

Think back to yourself at age 18. I know I was mighty different than the Patti I am today. As we grow up, we grow out of our haircuts, our apartments and - often times - our romantic decisions.

I have friends my age who started smoking pot when they got out of college. They didn't get anywhere. But if they drank, they managed to go somewhere. Does that make sense?

Either you will determine truth by your feelings or truth will determine your feelings. Be careful following feelings alone.

Being alone is almost always preferable to being with the wrong person.

Success can create amazing opportunities but it can also bring a set of confines which make your decisions a little murkier.

Don?t make decisions in anger or humiliate an enemy after defeating him.

When you are angry, you make bad decisions in direct proportion to the level of your anger.

To make decisions while infuriated is as unwise and foolish as it is for a captain to put out to sea in a raging storm.

You see, we don't have enough sense to make these decisions. Somehow, you just get led to where you're supposed to be, if you're willing to submit.

the decline of religious belief,which has all sorts of effects on morals and even on politics because religion has been a tool of politics. But today in Europe it ceases to be a tool, it has very little influence in determining political decisions—

Autonomy in making decisions and the control it gives those that have it over their lives is essential, in his view, for a sense of well-being, social engagement, health

rather, it recognizes that social structures influence the thoughts, decisions, and actions of individuals (Sibeon 2004). The theoretical model presented here is strongly influenced by Weber and Bourdieu.

?ovjek! Ljudi! Propustit ?e stotinu dobrih prilika samo da se upetlja ondje gdje ga nitko ne traži. Propustit ?e i ne?e opaziti prilike da stekne bogatstvo, slavu ili u?ini neko dobro djelo, a katkada, možda, i zlo. Ali nikada ne?e propustiti da se ne upetlja ondje gdje ga ne treba.

Addictions, he thought, turning right, toward Seven Dials' name-sake obelisk, started out like magical pets, pocket monsters. They did extraordinary tricks, showed you things you hadn't seen, were fun. But came, through some gradual dire alchemy, to make decisions for you. Eventually, they were making your most crucial life-decisions. And they were, his therapist in Basel had said, less intelligent than goldfish.

We have lots of assemblies. Everybody enjoys speaking and being together. We decide things. But they don't get done.

As Viktor Frankl wrote, "Between stimulus and response there is a space. In that space is our power to choose our response. In our response lies our growth and our freedom." You have the power to choose how you respond. You are a product of your decisions, not your conditions. In

Because identities are central to the way people make decisions, any change effort that violates someone's identity is likely doomed to failure. (That's why it's so clumsy when people instinctively reach for "incentives" to change other people's behavior.) So the question is this: How can you make your change a matter of identity rather than a matter of consequences?

One solution to this is to bundle our decisions with "tripwires," signals that would snap us awake at exactly the right moment, compelling us to reconsider a decision or to make a new one. Think of the way that the low-fuel warning in your car lights up, grabbing your attention.

INSIGHT: Defining moments rewire our understanding of ourselves or the world. In a few seconds or minutes, we realize something that might influence our lives for decades: Now is the time for me to start this business.

Roy Baumeister draws an analogy to driving—in our cars, we may spend 95% of our time going straight, but it's the turns that determine where we end up.

If a message can't be used to make predictions or decisions, it is without value, no matter how accurate or comprehensive it is.

By identifying and enshrining your core priorities, you make it easier to resolve present and future dilemmas.

One study of corporate mergers and acquisitions—some of the highest-stakes decisions executives make—showed that 83% failed to create any value for shareholders.