Quotes About Decision-making

Now in business we do a cost benefit analysis before we make policy changes. Washington should as well.

All I can say is that with business and the interest of any party before me, I will consider and apply the law as it is written by Congress and informed by precedent.

Do your homework or hire wise experts to help you. Never jump into a business you have no idea about.

In business, staying focused requires that you turn most opportunities down.

You never quite know in business if what you are doing is the right or the wrong thing. Unfortunately, by the time you know the answer, someone has beaten you to it and you are out of business.

In China, you have to have a strong leader for a business to get anything done.

How you gather, manage and use intel in life determines whether you win or lose. That's the # 1 rule for the mavericks in business.

The hardest challenge being an HR is that sometimes you have to be the LAWYER, the JUDGE and the HANGMAN.

I would not advise people to buy a car or house without making a list. You will probably improve your intuitions by making a list and then sleeping on it.

We all would like to think that we would never, in a million years, have a glass of wine and get behind the wheel of a car, but it could happen, and then you could run a red light.

Hindsight is wonderful. It's always very easy to second guess after the fact.

The elements of good trading are: 1, cutting losses. 2, cutting losses. And 3, cutting losses. If you can follow these three rules, you may have a chance.

The person who takes no chances generally has to take whatever is left when others are through choosing.

You've got to be brave and you've got to be bold. Brave enough to take your chance on your own discrimination, what's right and what's wrong, what's good and what's bad.

I don't know that men are better judges than women, said Florence, but they spend much less time regretting their decisions.

There is surely nothing quite so useless as doing with great efficiency what should not be done at all.

Nothing is less productive than to make more efficient what should not be done at all.

The most important thing about priorities and posteriorities is not intelligent analysis but courage.

There is nothing so useless as doing efficiently that which should not be done at all. Peter Drucker

The first rule in decision-making is that one does not make a decision unless there is disagreement.

The job is, however, not to set priorities. That is easy. Everybody can do it. The reason why so few executives concentrate is the difficulty of setting "posteriorities"—that is, deciding what tasks not to tackle—and of sticking to the decision.

Around here, I am only the guy who is responsible. If these men don't know what to do when they run into an enemy in the jungle, I'm too far away to tell them. My job is to make sure they know. What they do depends on the situation which only they can judge. The responsibility is always mine, but the decision lies with whoever is on the spot." In

To do the most good requires saying no to pressures to stray, and the discipline to stop doing what does not fit.

But what stands out in Japanese history, as well as in today's Japanese management behavior, is the capacity for making 180-degree turns—that is, for reaching radical and highly controversial decisions.