Quotes About Decision-making

T]hat little voice shut up the instant I did something. And not just something: the exact thing I knew to be right. Because if the system was broken, if Carrie Johnstone wasn't going to ever pay consequences for her action, it wasn't because "the system" failed to get her. It was because people like me chose not to act when we could. The system was people, and I was part of it, part of its problems, and I was going to be part of the solution from now on.

But the people who had to use the software were never actually consulted in the purchase cycle, so why bother to make the software any good for those people?

Sometimes a King has to do terrible things in order to protect those he has sworn to look after. When the stakes are so high, dreadful decisions have to be taken. It is the responsibility of a King to take on that burden, that guilt.

If I moved back, I'm sure I'd find some great place to live. I wouldn't have to make a reservation to take a spin class or wait in line just to get into the grocery store. But then I'd look up one day and be like, 'What the fuck have I done?'

And I don't know if you've heard this, but there's something called the Danny Horst Rule. And the amazing thing is, I'm Danny Horst. Touché. Chuckles, you and Noah are the ones who decide if it matters. It doesn't seem like it matters to him so that just leaves you. When you put it like that, it almost makes me sound like a self-sabotaging asshat. I'm not going to say the rule doesn't exist, but it's like Santa Claus. It's only real if you believe in it.

the erroneous notion that if one choice, one plan, was hard and the other was easy, doing the hard thing was inherently better—worthier, more upstanding.

The man who invites the wolf in over his threshold is no longer in a position to ask him to leave. That is a truth it were better none of us ever had to learn.' BOOK THREE THE ROSE AND THE CHERRY Her lusty ruby ruddes Resemble the rose buddes; Her lippes soft and merry Enblooméd like the cherry: It were an heavenly bliss Her sugared mouth to kiss.

Don't do the natural thing, the impulsive thing. That is usually wrong.

If you can be sure of being right only 55 percent of the time, you can go down to Wall Street and make a million dollars a day. If you can't be sure of being right even 55 percent of the time, why should you tell other people they are wrong?

Good Working Habit No. 2: Do Things in the Order of Their Importance.

Asking questions not only makes an order more palatable; it often stimulates the creativity of the persons whom you ask. People are more likely to accept an order if they have had a part in the decision that caused the order to be issued.

No one likes to feel that he or she is being sold something or told to do a thing. We much prefer to feel that we are buying of our own accord or acting on our own ideas. We like to be consulted about our wishes, our wants, our thoughts. Take the case of Eugene Wesson.

The "what-ifs": they'll do a number on you.

to let Jobs go, but Bushnell worked out a solution. "The smell and behavior wasn't an issue with

to engage, to hash things out at the table, rather than show a bunch of slides. People who know what they're talking about don't need PowerPoint." The product review revealed how unfocused Apple had become. The company

We spent some time in our family talking about what's the trade-off we want to make. We ended up talking a lot about design, but also about the values of our family. Did we care most about getting our wash done in an hour versus an hour and a half? Or did we care most about our clothes feeling really soft and lasting longer? Did we care about using a quarter of the water? We spent about two weeks talking about this every night at the dinner table.

the ideal chief executive as an outside person, an inside person, and a person of action.

As Licklider explained, the sensible goal was to create an environment in which humans and machines "cooperate in making decisions." In other words, they would augment each other. "Men will set the goals, formulate the hypotheses, determine the criteria, and perform the evaluations. Computing machines will do the routinizable work that must be done to prepare the way for insights and decisions in technical and scientific thinking.

One useful leadership talent is knowing when to push ahead against doubters and when to heed them.

no formal design reviews, so there are no huge decision points. Instead, we can make the decisions fluid. Since we iterate every day and never have dumb-ass presentations, we don't run into major disagreements. On this day Ive was overseeing the creation of a new European power plug and connector for the Macintosh. Dozens of foam models, each with the tiniest variation, have been cast and painted for inspection. Some would find it odd that the head of design would fret

focused, yet he dazzled and baffled colleagues by suddenly changing his mind when he realized he needed to think different.

They all knew they were expected to be deferential to Jobs while also pushing back on his ideas and being willing to argue—a tricky balance to maintain, but each did it well. "I realized very early that if you didn't voice your opinion, he would mow you down," said Cook. "He takes contrary positions to create more discussion, because it may lead to a better result. So if you don't feel comfortable disagreeing, then you'll never survive.

was also true when it came to personal commitments. If he knew for sure a course of action was right, he was unstoppable. But if he had doubts, he sometimes withdrew, preferring not to think about things that did not perfectly suit him. As happened when Amelio had asked him what role he wanted to

Después de varias sugerencias desangeladas (una de ellas era Electronic Solid State Computer Technology Corp.), terminaron decidiéndose por Integrated Electronics Corp. Tampoco es que fuera un nombre muy apasionante, pero tenía la ventaja de poder abreviarlo como Intel.