Quotes About Decision-making

Obviously spending my teenage years in music, and in popular music, I wanted to continue this career, but in a way that allows me to dictate it and create it myself as opposed to relying on third party or more corporate decision making.

Chad was in the right spot. He got a little aggressive with the third shot there. He probably didn't want that putt he had there for the par. And you don't want to put it back there where Casey and Sergio did because you have 20 feet of break there.

We are all cognitive misers. Our brains do not expend mental resources thoroughly examining problems when snap judgments will do.

I don't agree with all-male leaderships. Men cannot be left to run things on their own. I think it's a thoroughly bad thing to have a men-only leadership.

Strategy requires thought, tactics require observation.

My thought process was: We had decided to become a B2C company and build the UTV brand and we couldn't be that as a TV producer or ad film-maker or doing in-flight programmes.

You get to a point where you have to start planning, when you cross that line where you have enough value to get someone's movie made if you attach yourself to it, you have to be very thoughtful and have to plan. When you're starting out, you're willing to do anything.

As much as I like to be thoughtful and think things through in my decision making - I don't like knee jerk decisions - but I'm not afraid to make decisions.

I want my son to become aware that he is in charge of the choices he makes, and it's good to make thoughtful, good choices.

I used to make snap judgments, moved quickly. It's more important to be thoughtful, think of the consequences of your decisions.

I like acting impulsively, but I'm also extremely thoughtful about what I do. So, it's not like someone would say 'Don't do something,' and I'd automatically go, 'I'm gonna do it anyway.'

As you grow as a company, you get layers and hierarchy that, in theory, should make your decisions a lot better. They get reviewed, and thoughtful people look at decision.

In matters of conscience, first thoughts are best. In matters of prudence, last thoughts are best.

It is often said that second thoughts are best. So they are in matters of judgment but not in matters of conscience.

In a small lab, if you make a mistake, you can go in the next day and fix it. But here, when you are committed to spending a hundred thousand or a million dollars, you can't fix it later. You need to have a system of checks and balances internally. In particle physics, that's just part of the structure.

I could spend my life having meetings, a meeting to have another meeting, a hundred meetings to have another thousand meetings. It's not what I'm about. I don't want to have to get in a queue; that's not how I like to live.

The Prince to a slightly more upbeat view of human action. In order "not to rule out our free will," he arrives at a formula by which Fortune is "the arbiter of half the things we do, leaving the other half or so to be controlled by ourselves.

There are three options for dealing with those unsolved problems: Plan A refers to solving a problem unilaterally, through the imposition of adult will. Plan B involves solving a problem collaboratively. Plan C involves setting aside an unsolved problem, at least for now. If you intend to follow the guidance provided in this book, the Plans—especially Plan B—are your future.

There are basically three options for handling unsolved problems. I call those options Plan A, Plan B, and Plan C. Plan A refers to solving a problem unilaterally. This is where adults decide upon and impose a solution. Plan B involves solving a problem collaboratively. And Plan C involves setting aside an unsolved problem

Some are so impulsive that, even if they could think of more than one solution, they've already done the first thing that popped into their heads. The bad news is that the first solution is often the worst one, the one that required the least amount of reflection and thought, which probably explains why some kids are notorious for putting their worst foot forward

For most of us, though, the problem is not a lack of goals but rather too many of them.

That's the result of hyperbolic discounting: We can ignore temptations when they're not immediately available, but once they're right in front of us we lose perspective and forget our distant goals.

First I make a list of priorities: one, two, three, and so on. Then I cross out everything from three on down.

commitment three months from now that we'd never accept if it were next week—and then discover too late that we still don't have any time for it. Researchers term this the "Yes . . . Damn!" effect.