Quotes About Decision

My gut says to like him. The rational part of my brain tells me to pay attention to the obvious.

Neuroscientists say they can predict an action our mind has decided to take moments before our conscious mind has even decided what we think we're going to do. The function of consciousness, they argue, isn't to make decisions, but to rationalize them after the fact.

Actually, I killed him in a moment of serene calm. It was what had to be done. I made a calculated decision and pulled the trigger. The risk of him getting away or slipping through the system was too great.

I committed murder. That doesn't weigh heavily on me. I believe I made the morally correct choice.

I'm going to play,' says Armand, lacing his fingers and cracking the knuckles. 'A pair of these lads can pump for me.' 'Is this a time for playing?' asks Jean Baptiste. Then, 'You are right. You have never been more so.

Marriage is a much more important business than falling in love. I think one must concentrate on marriage being essentially a question of mutual love and respect for each other...Essentially you must be good friends, and love, I'm sure, will grow out of that friendship. I have a particular responsibility to ensure that I make the right decision. The last thing I could possibly entertain is getting divorced.

Maybe, ironically, marriages lasted longer because people who really weren't made for each other could put off that realization for years with the distraction. Maybe that was a bad thing because prolonging a bad marriage was worse than cutting it off at the knees.

Don't look back. Go to the car and don't look back." "Looking back is all I've got," he said.

Stengel admitted. "I'm not going to make any decision until I have to give the umpire my batting order. Then you'll know as well as I." The next afternoon, Casey resisted

How do I shoot?" "Your finger through there. Feel that? But you only pull if you're sure that everything's right." "Why?" "Because you can't take it back." She

acting first and leaving the consequences to take care of themselves.

This decision not to commit the remainder of British air forces to France, despite overweening pressure from his ally and his own Francophilia, was one of the most critical judgements he ever made.

Hitler in particular believed he learnt lessons about the performance of the Red Army that were to affect his decision to invade Russia the following year. Yet they were substantially the wrong ones.

la vida de todo hombre se dirime en la encrucijada del Pensamiento o la Acción».

Cuando uno comete un gran error», reflexionaría filosóficamente, «es muy fácil que acabe revelándose de mayor utilidad que la más acertada de las decisiones. La vida es un todo indivisible, y la suerte también, y ninguno de sus componentes puede separarse del resto».

When you make some great mistake,' he philosophized, 'it may very easily serve you better than the best-advised decision.

The strategic inflection point is the time to wake up an listen

The old saying has it that when we promote our best salesman and make him a manager, we ruin a good salesman and get a bad manager. But if we think about it, we see we have no choice but to promote the good salesman. Should our worst salesman get the job? When we promote our best, we are saying to our subordinates that performance is what counts.

one of the manager's key tasks is to settle six important questions in advance: •  What decision needs to be made? •  When does it have to be made? • Who will decide? •  Who will need to be consulted prior to making the decision? •  Who will ratify or veto the decision? •  Who will need to be informed of the decision?

While in most instances the decision to accept or reject defective material at a given inspection point is an economic one, one should never let substandard material proceed when its defects could cause a complete failure—a reliability problem—for our customer.

In effect, the lack of a decision is the same as a negative decision; no green light is a red light, and work can stop for a whole organization.

Keep in mind that a meeting called to make a specific decision is hard to keep moving if more than six or seven people attend. Eight people should be the absolute cutoff.

But data are about the past, and strategic inflection points are about the future.

The next stage is reaching a clear decision. Again, the greater the disagreement about the issue, the more important becomes the word clear. In fact, particular pains should be taken to frame the terms of the decision with utter clarity.