Quotes About Decision-making

The most important thing you can do is to make sure you build a loving, informed, and loyal team around you. That includes family. That includes friends. And that surely includes a community of trusted experts—everyone from doctors to financial advisers. Why? Because the best decision-making is not just about what you feel in your gut or even read in this book. It's about triangulating several opinions and insights from people who love you—and who may know more than you do.

Mental toughness is possessing, understanding, and being able to utilize a set of psychological skills that allow the effective, and even maximal execution or adaptation, and persistence of decision-making and physical and tactical skills learned in training and by experience.

Happiness is a decision.

Others felt that their question had already been answered in the minds of other group members, and if they asked the question, it would be considered a dumb question, and they would be put down as being stupid or not going along with the group. Because people did not ask questions, people lost lives when the Titanic sank, when the Challenger crashed, when President Kennedy authorized a covert attack on the Bay of Pigs in Cuba.

Someone once said that education was knowing what to do when you don't know," said

You cannot wait for the smoke to clear: once you can see things clearly it is already too late. You can't outrun an epidemic: by the time you start to run it is already upon you. Identify what is important and drop everything that is not. Figure out the equivalent of an escape fire.

People no longer are responsible for what happens in the market, because computers make all the decisions.

The failure of decision makers to grapple with the inner workings of their own minds, and their desire to indulge their gut feelings, made it "quite likely that the fate of entire societies may be sealed by a series of avoidable mistakes committed by their leaders.

Someone once said that education was knowing what to do when you don't know

The larger the number of people involved, the easier it was for them to delude themselves that what they were doing must be smart.

Don't worry. You gave him the right answer." Actually, Michael was after something more important than the fate of his Briarcrest teammate. "I wanted to see what type of person he was," he said later. "If he's pulling scholarships that they'd promised kids, would you want to play for that kind of person? Be around that kind of person?" Coach O wasn't that kind of person, he decided; more interestingly, Coach

At one point he turned to Christie and said, "Chris, you and I are so smart that we can leave the victory party two hours early and do the transition ourselves.

And [Thaler] noticed that when he had his fellow economists to dinner, they filled up on cashews, which meant they had less appetite for the meal. More to the point, he noticed that they tended to be relieved when he removed the cashew nuts, so they didn't ruin their dinners. The idea that it could make you better off to reduce your choices—that idea was alien to economics.

They would learn to evaluate a decision not by its outcomes--whether it turned out to be right or wrong--but by the process that led to it. The job of the decision maker wasn't to be right but to figure out the odds in any decision and play them well.

To Redelmeier the very idea that there was a great deal of uncertainty in medicine went largely unacknowledged by its authorities. There was a reason for this: To acknowledge uncertainty was to admit the possibility of error. The entire profession had arranged itself as if to confirm the wisdom of its decisions.

The nice thing about things that are urgent," he liked to say, "is that if you wait long enough they aren't urgent anymore." "I would say to Amos I have to do this or I have to do that," recalled his old friend Yeshu Kolodny. "And he would say, 'No. You don't.' And I thought: lucky man!

Morey had no way of knowing that people with a gift for using numbers to predict things would overrun professional sports management and everyplace else high-stakes decisions were being made

Amos liked to say that if you are asked to do anything—go to a party, give a speech, lift a finger—you should never answer right away, even if you are sure that you want to do it. Wait a day, Amos said, and you'll be amazed how many of those invitations you would have accepted yesterday you'll refuse after you have had a day to think it over.

I have found that there is an order of magnitude difference between bearing the ultimate responsibility for decision-making and being either an advisor or student of the process," he wrote. "It's one thing to experience an orgasm or an arrow between your ribs and it's another thing to read about it.

If the player had broken his neck the night before the NBA draft, for instance, it would be nice to know. But if you had asked Daryl Morey in 2006 to choose between his model and a roomful of basketball scouts, he'd have taken his model.

The way to stop the captain from landing the plane in the wrong airport, Amos insisted, was to train others in the cockpit to question his judgment.

Her receptors were just very keen," said Pontes, "and she processes information fast and it spits out decisions and it makes people get nervous.

He had a diffidence about him—an understanding of how hard it is to know anything for sure. The closest he came to certainty was in his approach to making decisions. He never simply went with his first thought. He suggested a new definition of the nerd: a person who knows his own mind well enough to mistrust it.

In making predictions and judgments under uncertainty," they wrote, "people do not appear to follow the calculus of chance or the statistical theory of prediction. Instead, they rely on a limited number of heuristics which sometimes yield reasonable judgments and sometimes lead to severe and systematic error.