Quotes About Decision-making

We need to teach the next generation of children from day one that they are responsible for their lives. Mankind's greatest gift, also its greatest curse, is that we have free choice. We can make our choices built from love or from fear.

There's a lot of stuff they don't teach you in the mythical editors' school. They don't teach you that you're going to have to spend a lot of your life in crisis management.

What we're doing now is we're saying that individual schools can spend the money on their own priorities, so that head teachers can decide what's truly important, because the big shift in approach on education that we're taking - which is different from what happened before - is that we trust teachers and we trust heads.

High office teaches decision making, not substance. It consumes intellectual capital; it does not create it. Most high officials leave office with the perceptions and insights with which they entered; they learn how to make decisions but not what decisions to make.

The problem is that many times people suspend their common sense because they get drowned in business models and Harvard business school teachings.

In life, there's second chances. But that doesn't mean everyone gets a second chance with your team. That's where your moral compass comes in.

Pilots learn to use human skills to communicate information and make decisions collectively, which creates a shared sense of responsibility among the team for better outcomes.

I love fast breaks, and I love playing full-court basketball, but offensively in the half court, I kind of take my time, let guys cut, and let the defense move. Then, if I have a move, I'll go. If not, I'll just hand it off to a teammate.

When you get blitzed on every pick-and-roll aggressively, you've just got to find the open teammate.

In pick-and-roll situations, I feel like the NBA is all pick-and-rolls, so I want to be able to handle the ball in pick-and-rolls and make the right read, make the right passes, and make plays for my teammates.

You want to get your teammates involved. You want to make the right play. But sometimes you have to be the guy to make the play.

My teammates tell me to shoot the ball when I'm open. I feel like I'm open most of the time, so I shoot it.

I feel like I'm a guy who consistently makes the right play and the right reads offensively and that helps my teammates.

Owners own teams so that they might move them to another municipality with better luxury boxes.

When the hell did things one who comes up with the wacky, impossible plans. I'm supposed to be the general here. Now I'm barely a lieutenant.

Had the generals seen the battlefield clearly, reclaiming Schmidt would have been the least of their concerns.

To his brother Edgar he confided, "I suffer from the usual difficulty that besets the higher commander—things can be ordered and started, but actual execution at the front has to be turned over to someone else.

I suffer from the usual difficulty that besets the higher commander—things can be ordered and started, but actual execution at the front has to be turned over to someone else.

Even Colonel Lang, watching the Americans from the other side of Djebel Naemia, had been surprised by their timid initial approach to the Maknassy heights; a more forceful attack, he concluded, could have shortened the Tunisian campaign by weeks. In his view, the Americans appeared reluctant to risk heavy casualties in a decisive battle, preferring to crush their foes with material superiority even if that meant extending the fight. There was truth in that assessment too.

The cardinal principle of concentrating military force had been abandoned by George and his ministers; so, too, had the pursuit of clear strategic goals while avoiding diversionary sideshows.

generals rose early to do nothing all day, while diplomats rose late for the same purpose;

Senior officers in First Army would spend the rest of their lives trying to explain the tactical logic behind the Hürtgen battle plan. "All we could do was sit back and pray to God that nothing would happen," General Thorson, the operations officer, later lamented. "It was a horrible business, the forest.… We had the bear by the tail, and we just couldn't turn loose.

Learning to choose the harder right instead of the easier wrong

But if you admit to not having the answer to any of the problems facing the nation, why should anyone vote of your for President?" "I believe I am the best qualified to wing it." But