Quotes About Decision-making

He was maxed out. He had no resources left to do anything else. That's what happens when you're tired. Your decision-making skills erode. You start missing things—things that you would pick up on any other day.

when you remove time, de becker says, you are subject to the lowest-quality intuitive reaction

he waits for the kid to decide whether to pull the gun up or simply to drop it - and all the while, even as he tracks the progress of the gun, he is also watching the kid's face, to see whether he is dangerous or simply frightened. is there a more beautiful example of a snap judgment? this is the gift of training and expertise - the ability to extract an enormous amount of meaningful information from the very thinnest slice of experience.

Imagine that you are a doctor and you suddenly learn that you'll see twenty patients on a Friday afternoon instead of twenty-five, while getting paid the same. Would you respond by spending more time with each patient? Or would you simply leave at six-thirty instead of seven-thirty and have dinner with your kids?

There are, I think, two important lessons here. The first is that truly successful decision making relies on a balance between deliberate and instinctive thinking. [...] The second lesson is that in good decision making, frugality matters

the futility of something is not always (in love and in politics) a sufficient argument against it.

When we talk about analytic versus intuitive decision making, neither is good or bad. What is bad is if you use either of them in an inappropriate circumstance.

They suggest that what we think of as free will is largely an illusion: much of the time, we are simply operating on automatic pilot, and the way we think and act — and how well we think and act on the spur of the moment — are a lot more susceptible to outside influences than we realize.

Truly succesful decision making relies on a balance between deliberate and instinctive thinking.

This is the real lesson of Blink: It is not enough simply to explore the hidden recesses of our unconscious. Once we know about how the mind works — and about the strengths and weaknesses of human judgment — it is our responsibility to act.

When we make a split-second decision," Payne says, "we are really vulnerable to being guided by our stereotypes and prejudices, even ones we may not necessarily endorse or believe.

The results from these experiments are, obviously, quite disturbing. They suggest that what we think of as free will is largely an illusion: much of the time, we are simply operating on automatic pilot, and the way we think and act—and how well we think and act on the spur of the moment—are a lot more susceptible to outside influences than we realize. But

I think that the task of figuring out how to combine the best of conscious deliberation and instinctive judgment is one of the great challenges of our time.

La región ventromedial desempeña una función crucial en la toma de decisiones. Establece contingencias y relaciones, y organiza la montaña de información que recibimos del mundo exterior para priorizar y señalar las cosas que exigen atención inmediata. Quienes sufren alguna lesión en esta zona están plenamente capacitados para el pensamiento racional y pueden ser muy inteligentes y funcionales, pero carecen de capacidad de juicio.

You're in a situation where you have two very important responsibilities that both have a deadline that is impossible to meet. You cannot accomplish both. How do you handle that situation?

When people are in a group, in other words, responsibility for acting is diffused.

That's what happens when you're tired. Your decision-making skills erode. You start missing things—things that you would pick up on any other day.

As the legal scholar Frederick Schauer has observed, "painting with a broad brush" is "an often inevitable and frequently desirable dimension of our decision-making lives.

second lesson of Blink. Too often we are resigned to what happens in the blink of an eye. It doesn't seem like we have much control over whatever bubbles to the surface from our unconscious. But we do, and if we can control the environment in which rapid cognition takes place, then we can control rapid cognition. We can prevent the people fighting wars or staffing emergency rooms or policing the streets from making mistakes.

You may have noticed that I called the Dijksterguis study a partial answer to the question of when to draw on our instincts and when to rely on conscious analysis. The truth it that this is not a question that I - or anyone else, for that matter - can answer definitively. It's just too complicated. The best we can do, I think, is try to puzzle out the right mix of conscious and unconscious analysis on a case-by-base basis.

n good decision making, frugality matters; take a complex problem and reduce it to its simplest elements.

think we get in trouble when this process of editing is disrupted—when we can't edit, or we don't know what to edit, or our environment doesn't let us edit.

If we are to learn to improve the quality of the decisions we make, we need to accept the mysterious nature of our snap judgments. We need to respect the fact that it is possible to know without knowing why we know and accept that - sometimes - we're better off that way.

As Wilson puts it, what happens is that we come up with a plausible-sounding reason for why we might like or dislike something, and then we adjust our true preferences to be in line with that plausible-sounding reason.