Quotes About Decisions

Being a great leader requires several attributes. Leadership includes both rewarding and difficult attributes. You must possess the strength to make tough decisions that may isolate you for a period. And yet, have empathy and understanding of others. You must be able to listen to alternatives regarding your decisions and seriously consider them. If you practice from both a standpoint of strength and compassion, people may not always agree with your decisions, but they will respect you.

Sometimes our heart goes rogue and makes decisions without even telling us or letting us know in advance.

Your morality is determined by your conscience and mine is determined by my conscience.

The Bible] has to be interpreted. And if it isn't interpreted, then it can't be put into action. So if we are serious about following God, then we have to interpret the Bible. It is not possible to simply do what the Bible says. We must first make decisions about what it means at this time, in this place, for these people.

Most big decisions are made up of lots of much smaller decisions. Decisions take split-nanoseconds to make but can take years to prepare for. Reduce the weight and size of decisions by breaking them down, knowing you will make lots of good (small) ones and a few bad (small) ones, along your journey to success. So start making more (small) decisions.

All decisions – good, bad and nothing – are unknowns. Don't waste your life stuck in the void of non-decision, fearing the unknown, as all is unknown. There are good and bad decisions in all good decisions. A bad decision may give you a short sharp pain, but the void of non-decisions will give you a slow, creep-up-on-you ache for a lifetime.

I swear, you are the only person I know who makes decisions based on what will provide the best material for a diary.

women, security means not having to guess what a man is thinking or where he wants to go. Furthermore, it means not having to take responsibility for making all the decisions and not having to take charge.

Probably everything in the world is decided by tiny last straws.

The stars incline, but do not impel.

Poor knowledge and misguided expectations lead to a lot of bad decisions.

extensive analysis requires more time, energy, and motivation. As a consequence, its impact on our decisions is limited by the rigor it requires. If we don't have the wherewithal (time, capacity, will) to think hard about a choice, we're unlikely to deliberate deeply.

That is, the car salespeople I observed threw the low-ball by proposing sweet deals, getting favorable decisions as a result, and then taking away the sweet part of the offers.

People rarely make decisions in a vacuum; in other words, our choices are almost always influenced by context,

the underlying issue has nothing to do with a hypothetical choice between the "free market" and government. Decisions must be made about whether a particular company or group of companies has "excessive" market power.

What's the "best" trade-off? Such decisions typically are buried within antitrust or antimonopoly laws, as enforced by administrative agencies and interpreted by prosecutors and courts.

Your life is the sum result of all the choices you make, both consciously and unconsciously. If you can control the process of choosing, you can take control of all aspects of your life. You can find the freedom that comes from being in charge of yourself.

To the student I would say, "Life is principally multiple choice, but at the end there's a tough essay question."

Our destiny hides among our free choices, disguised as the free-est of all.

It's hard to make up your bed while you're still sleeping in it. Hard to make up your mind for the same reason.

The trouble with always leaving yourself a way out is that you always take it.

What if your company has made a commitment to a certain database, or a certain web server, or a certain framework? A good architect pretends that the decision has not been made, and shapes the system such that those decisions can still be deferred or changed for as long as possible. A good architect maximizes the number of decisions not made.

What if the decisions have already been made by someone else? What if your company has made a commitment to a certain database, or a certain web server, or a certain framework? A good architect pretends that the decision has not been made, and shapes the system such that those decisions can still be deferred or changed for as long as possible. A good architect maximizes the number of decisions not made.

Architecture represents the significant design decisions that shape a system, where significant is measured by cost of change. —Grady Booch