Quotes About Planning

And the first step in bulldozing these obstacles is to enumerate them. As Peters puts it, "What you decide not to do is probably more important than what you decide to do.

start planning how to achieve those top five goals. And the other twenty? Get rid of them.

Temporal landmarks slow our thinking, allowing us to deliberate at a higher level and make better decisions

Taking a Sagmeister," as I now call it, requires a fair bit of planning and saving, of course. But doesn't forgoing that big-screen TV seem a small price to pay for an unforgettable—and un-get-backable—year of personal exploration?

We simply don't take issues of when as seriously as we take questions of what.

the constant nagging in your mind of undone things pulls you out of the present—tethers you to a mind-set of the future so that you're never fully in the moment and enjoying what's now.

Getting organized can bring us all to the next level in our lives.

The moral: keep your own data." Back to planning for failure: You've backed up your files, but what if you upgrade your system and they won't open?! Cook advises having a plan for migrating files. File migration refers to the process of making readable files that are no longer readable due to system, software, and hardware updates—basically, many computer file formats become obsolete. This follows from the rapid developments in the

While many different animal species have nervous systems that enable anticipation of events—for example, learning that a flashing light is associated with a reward in a conditioned learning experiment—planning for the future seems to be a prefrontal invention.

We focus on our goal, anchor on our plan, and neglect relevant base rates, exposing ourselves to the planning fallacy. We focus on what we want to do and can do, neglecting the plans and skills of others. Both in explaining the past and in predicting the future, we focus on the causal role of skill and neglect the role of luck. We are therefore prone to an illusion of control. We focus on what we know and neglect what we do not know, which makes us overly confident in our beliefs.

As a viewer of TV shows, I always like shows more when I just feel like the people in charge have a plan. You can just tell sometimes, 'Oh, there's a plan there. They have an idea for how this is going to unfold.'

If you go to Sundance, the experience that I've had there as a viewer is... there's like a hundred movies there, and you've got to figure out what movies are sold out, what can you see. Sometimes you go to see movies that you don't know anything about because it just works into your schedule.

As anyone knows who has ever had to set up a military encampment or build a village from the ground up, occupations pose staggering logistical problems.

From the very beginning of my career, I never planned anything. I did whatever came to me. Not that I never did positive roles but people loved me more as a villain. That's how I got this negative image.

I force myself to outline, but not too closely, so I guess I plot by the seat of my pants? My natural instinct is to dive right in, but I know I'll get stuck. I like to stick with the architect vs. gardener metaphor. I guess I'm a gardener who plants tomatoes. I have the sticks in the ground and let the vines grow along those parameters.

I moved back home after graduating from Virginia Tech. And that's when reality hit. I knew I had to do something. I guess it doesn't click when you're that young. I was 19 and had finished college. I got home and had to figure out what I was going to do.

The Menzies Government, by its participation in the plans for the development of other nations, can see the virtue of planning for them but apparently cannot see the virtue of a plan for Australia.

Thinking ahead, in 2013, the Japanese government, together with pharmaceutical companies and the Bill & Melinda Gates Foundation, established a fund for promoting research and development of medical products for neglected tropical diseases (NTDs). The importance of planning for disease outbreaks was made clear with the Ebola virus.

Leaders establish the vision for the future and set the strategy for getting there.

To Mahatma Gandhi, the key to India's progress was the development of its villages. In his unified vision, education, agriculture, village industry, social reform all came together to provide the basis for a vibrant rural society free from exploitation and linked to the urban centres as equals. Our planning incorporates this basic insight.

You need to set near-term milestones. Put the assumptions down on paper, and make it to your vision or ultimate product. Your team has to understand where they're going. Your partners need to understand where they're going.

I don't think it's my job, single-handedly, to fix anything. I think it's my job to have a vision and have a plan that is reasonable and workable and get as many people to the table to effect change as possible.

I have some strategical vision, I could calculate some few moves ahead and I have an intellect that is badly missed in the country which is run by generals and colonels.

We really believe that long-term, the way AI will drive is similar to the way humans drive - we don't break the problem down into objects and vision and localization and planning. But how long it will take us to get there is questionable.