Quotes About Decision-making

It's no exaggeration to say that the undecideds could go one way or another.

I'm the commander -- see, I don't need to explain -- I do not need to explain why I say things. That's the interesting thing about being president.

It has been left to our generation to discover that you can move heaven and earth to save five minutes and then not have the faintest idea what to do with them when you have saved them.

It is this shared awareness that allows for fast, flexible, and fluid coordination and decision-making that are far more adaptive and co-creative than any other organizational model currently being used in major societal institutions.

We collectively create results that nobody wants because decision-makers are increasingly disconnected from the people affected by their decisions. As a consequence, we are hitting the limits to leadership—that is, the limits to traditional top-down leadership that works through the mechanisms of institutional silos.

Freedom is not merely the opportunity to do as one pleases; neither is it merely the opportunity to choose between set alternatives. Freedom is, first of all, the chance to formulate the available choices, to argue over them -- and then, the opportunity to choose.

Professorial E-mail Sorting: Do not reply to an e-mail message if any of the following applies: It's ambiguous or otherwise makes it hard for you to generate a reasonable response. It's not a question or proposal that interests you. Nothing really good would happen if you did respond and nothing really bad would happen if you didn't.

As I argued, when you delegate productivity decisions to the individual, it's not surprising that you end up stuck with a simple, flexible, lowest common denominator–style workflow like the hyperactive hive mind.

the rhythmic philosophy. This philosophy argues that the easiest way to consistently start deep work sessions is to transform them into a simple regular habit. The goal, in other words, is to generate a rhythm for this work that removes the need for you to invest energy in deciding if and when you're going to go deep.

Throughout history, skilled laborers have applied sophistication and skepticism to their encounters with new tools and their decisions about whether to adopt them. There's no reason why knowledge workers cannot do the same when it comes to the Internet—the fact that the skilled labor here now involves digital bits doesn't change this reality.

The second reason is that the subversive decision to pursue FI at a young age, which typically leads to radical lifestyle decisions, self-selects for individuals who are unusually intentional about how they live their lives.

To ask a CEO to spend four hours thinking deeply about a single problem is a waste of what makes him or her valuable. It's better to hire three smart subordinates to think deeply about the problem and then bring their solutions to the executive for a final decision.

If you don't attempt to weigh pros against cons, but instead use any glimpse of some potential benefit as justification for unrestrained use of a tool, then you're unwittingly crippling your ability to succeed in the world of knowledge work.

to actively try to work through these decisions will lead to a worse outcome than loading up the relevant information and then moving on to something else while letting the subconscious layers of your mind mull things over.

The Principle of Least Resistance: In a business setting, without clear feedback on the impact of various behaviors to the bottom line, we will tend toward behaviors that are easiest in the moment.

conscious mind is able to follow the precise arithmetic rules needed for correctness. On the other hand, for decisions that involve large amounts of information and multiple vague, and perhaps even conflicting, constraints, your unconscious mind is well suited to tackle the issue.

By reducing the need to make decisions about deep work moment by moment, I can preserve more mental energy for the deep thinking itself.

Another common way to implement the rhythmic philosophy is to replace the visual aid of the chain method with a set starting time that you use every day for deep work. In much the same way that maintaining visual indicators of your work progress can reduce the barrier to entry for going deep, eliminating even the simplest scheduling decisions, such as when during the day to do the work, also reduces this barrier.

unconscious thought theory (UTT)—an attempt to understand the different roles conscious and unconscious deliberation play in decision making.

Stuff accumulates in people's lives, in part, because when faced with a specific act of elimination it's easy to worry, "What if I need this one day?," and then use this worry as an excuse to keep the item in question sitting around.

I feel like your problem is that you're trying to judge all things in the abstract before you do them. That's your tragic mistake.

Roy Baumeister ve onu takip eden di?er biliminsanlar?n?n çal??malar?n?n irade hakk?nda ortaya koydu?u fevkalade mühim gerçek ?u: ?rade, kullan?ld?kça tükenen k?s?tl? bir kaynakt?r.

Lincoln's time alone with his thoughts played a crucial role in his ability to navigate a demanding wartime presidency. We can therefore say, with only mild hyperbole, that in a certain sense, solitude helped save the nation.

Marriage is not merely sharing the fettucini, but sharing the burden of finding the fettucini restaurant in the first place.