Quotes About Decision-making

I wonder if Napoleon or even Robt. Lee were our commander this evening would they pursue a defeated army in this cautious, courteous way?

Only in the stillness of thought can decisions be properly made.

We are the sort of creature who not only needs to put up firewood and food for the winter but who must also predict the distant future, make decisions about who or what created the universe and what sort of principles and path we should follow, deal with our fellow difficult and dangerous creatures, and in other ways make sense of things that would overtax any creature.

Rather than saying our leaders aren't leading, we can, using this distinction, say instead that the people with authority aren't exercising any leadership.

A leader must be ready to send the soldiers under his command to their deaths

Peter Drucker said, "There is surely nothing quite so useless as doing with great efficiency what should not be done at all."2

Startup, I have always been a bit of a troublemaker at the companies at which I have worked, pushing for rapid iteration, data-driven decision making, and early customer involvement.

we think we can truly short-circuit the ramp by killing things that don't make sense fast and doubling down on the ones that do.

I have always been a bit of a troublemaker at the companies at which I have worked, pushing for rapid iteration, data-driven decision making, and early customer involvement.

To facilitate learning, I have found it helpful to appoint a Five Whys master for each area in which the method is being used. This individual is tasked with being the moderator for each Five Whys meeting, making decisions about which prevention steps to take, and assigning the follow-up work from that meeting. The master must be senior enough to have the authority to ensure that those assignments get done

Greg set out to change the QuickBooks development process by using four principles: 1. Smaller teams. Shift from large teams with uniform functional roles to smaller, fully engaged teams whose members take on different roles. 2. Achieve shorter cycle times. 3. Faster customer feedback, testing both whether it crashes customers' computers and the performance of new features/customer experience. 4. Enable and empower teams to make fast and courageous decisions.

Teams steeped in traditional product development methods are trained to make go/kill decisions on a regular basis. That is the essence of the waterfall or stage-gate development model.

As Peter Drucker said, "There is surely nothing quite so useless as doing with great efficiency what should not be done at all."2

As Peter Drucker said, "There is surely nothing quite so useless as doing with great efficiency what should not be done at all.

Enable and empower teams to make fast and courageous decisions.

The way out of this dilemma is to manage the four kinds of work differently, allowing strong cross-functional teams to develop around each area. When products move from phase to phase, they are handed off between teams. Employees can choose to move with the product as part of the handoff or stay behind and begin work on something new. Neither choice is necessarily right or wrong; it depends on the temperament and skills of the person in question.

I have learned over the years that the higher the level of emotion, the lower the level of reasoning. For example, if your emotions are at the highest level of 10, your ability to reason is at a 0. If it's a 9 then your reasoning is a 1. I am not suggesting that emotions don't have their place, but taking actions based purely on emotions is dangerous and could cost you everything.

Furthermore, Choosing Wisely doesn't emphasize the cumulative risk of these scans that involve ionized radiation.78–81 For example, a typical cardiology practice has its patients who

Because doing the right thing is not the goal, doing the best thing is what you must strive for.

Anticipation, she would say, locks you into a mind-set, which, whether you realize it or not, dictates your actions, even though they may be the wrong ones. If you don't anticipate, your mind is clear, your actions develop as the situation unfolds.

Adolescents need freedom to choose, but not so much freedom that they cannot, in fact, make a choice.

You must do whatever you think is best. But I know one thing. Nothing meant more to Graystripe than your friendship and his Clan. Even when he was in RiverClan, he longed to go home. He would want to see ThunderClan as strong as it could possibly be, even if that meant accepting that he's not coming back.

I'm Monkeystar," the tortoiseshell announced. "I'm Clan leader, so I mostly decide what we do each day." Monkeystar? What sort of a name is that? "What's a monkey?" Graystripe asked. Monkeystar looked faintly embarrassed. "I don't know," she confessed. "But it's the name that my housefolk gave me, so it must be something fierce, like me.

Good, whispered the voice in Tigerclaw's mind. These cats must make no decisions on their own, not unless you want them to feel more powerful than you.