Quotes About Decision-making

In other words, expertise in moral reasoning does not seem to improve moral behavior, and it might even make it worse (perhaps by making the rider more skilled at post hoc justification)

first principle of moral psychology: Intuitions come first, strategic reasoning second.

Intuitions come first, strategic reasoning second.7 Moral intuitions arise automatically and almost instantaneously, long before moral reasoning has a chance to get started, and those first intuitions tend to drive our later reasoning.

Many psychologists have studied the effects of having "plausible deniability." In one such study, subjects performed a task and were then given a slip of paper and a verbal confirmation of how much they were to be paid. But when they took the slip to another room to get their money, the cashier misread one digit and handed them too much money. Only 20 percent spoke up and corrected the mistake.24

But the story changed when the cashier asked them if the payment was correct. In that case, 60 percent said no and returned the extra money. Being asked directly removes plausible deniability; it would take a direct lie to keep the money. As a result, people are three times more likely to be honest.

The difference between a mind asking "Must I believe it?" versus "Can I believe it?" is so profound that it even influences visual perception. Subjects who thought that they'd get something good if a computer flashed up a letter rather than a number were more likely to see the ambiguous figure as the letter B, rather than as the number 13.

Tonight, the choice was obvious.

With 25/50 blinds, a loose-aggressive player raised to 150 out of his 2,500 stack from middle position. You decided to call with 9-8 from the button. Both of the blinds folded. The flop came 9-8-4 and your opponent made a continuation bet of 250 into the 375 pot.

A solid group of 100 or so [cognitive] biases has been repeatedly shown to exist,

Second, the empirical rule. If people follow it in deciding who is right and who is wrong, then no one gets special say simply on the basis of who he happens to be. The empirical rule is, No one has personal authority: you may claim that a statement has been established as knowledge only insofar as the method used to check it gives the same result regardless of the identity of the checker, and regardless of the source of the statement.

Those two rules define a decision-making system which people can agree to use to figure out whose opinions are worth believing. Under this system, you can do anything you wish to test a statement, as long as you follow the rules, which effectively say: • The system may not fix the outcome in advance or for good (no final say). • The system may not distinguish between participants (no personal authority).

I was beginning to understand that the best kinds of freedom involved choosing your constraints wisely, and claiming them as your own.

Leadership demands two kinds of courage: the strength to take a risk, and the humility to admit when a risk fails.

Who am I? Why am I here? How then shall I live? These are questions to which the answer is prescriptive not descriptive, substantive not procedural. The result is that the twenty-first century has left us with a maximum of choice and a minimum of meaning.

This was classic Lockwood. Friendly, considerate, empathetic. My personal impulse would have been to slap the girl soundly around the face and boot her moaning backside out into the night. Which is why he's the leader, and I'm not. Also why I have no female friends.

This was classic Lockwood. Friendly, considerate, empathetic. My personal impulse would have been to slap the girl soundly round the face and boot her moaning backside out into the night. Which is why he's the leader, and I'm not. Also why I have no female friends.

You should totally get implants," she said admiringly in the mirror. I shake my head. "I don't yet know what I'm going to do with my life, Diane. But I'm hoping being shaped like a barbell could only be a hindrance.

One might be led to question whether the scientists acted wisely in presenting the statesmen of the world with this appalling problem. Actually there was no choice. Once basic knowledge is acquired, any attempt at preventing its fruition would be as futile as hoping to stop the earth from revolving around the sun.

adolescente, que aún no está acostumbrado a renunciar —no sabe decir no—, quiere abarcar demasiadas cosas y se dispersa, y la dispersión es la mejor manera de no avanzar, por pérdida de energías.

Being in command means making tough decisions. Not being in command means shutting up and doing what you're told. --Artemis Fowl

Leadership is much like nuclear energy. It is able to warm a whole city or bring it to waste in death and destruction; it's all in how it is used.

The number one, and probably most important,key to consistently doing what's right is actually quite simple-think before you act.

The basic test of freedom is perhaps less in what we are free to do than in what we are free not to do.

By this point in the war Lee had become a master at outlining a course of action that was specific enough to obtain the necessary bureaucratic backing but vague enough to allow him maximum flexibility of action once underway.