Quotes About Decision-making

Knowledge is not a guarantee of good political behavior, but ignorance is a virtual guarantee of bad behavior.

As a decision maker, you rely on information being passed to you by the people who report to you. As the CEO, however, you cannot rely solely on this information. You also need to 'dip' down into your organization and learn directly from employees at all levels and virtually all skill sets.

As president, you can get all kinds of advice from all kinds of people. But at the end of the day, when it comes time to make that decision, as president, all you have to guide you are your values and your vision and the life experiences that make you who you are.

Stress makes us prone to tunnel vision, less likely to take in the information we need. Anxiety makes us more risk-averse than we would be regularly and more deferential.

I am considering two things on a daily basis: what is right to do and what is wrong to do in my role as President of my people. According to my conscience, I am trying to abide by the right. My vision is peace. My vision is prosperity.

This constitution recognises the need for social dialogue involving labour and management; it involves trade unions in the decision-making process; it has a social vision founded on social dialogue.

Às vezes, me pergunto: Quem sou eu para tomar decisões importantes na minha própria vida? Será que sou mesmo qualificada para isso? Todo mundo trava essa batalha interna em algum grau: Criança ou adulto? Segurança ou liberdade? Mas independentemente de onde as pessoas caiam nessa continuidade, toda decisão feita é baseada em duas coisas: medo e amor. A terapia luta para ensinar como diferenciar um do outro.

Sometimes what seems like setting a boundary - saying no - is actually a cop out, an inverted way of saying yes. The challenge is to get past the fear and say yes.

Reacting vs. responding = reflexive vs. chosen. We can choose our response, Frankl was saying, even under the specter of death.

Instead of wondering, Am I happy?, maximizers wonder, Is this the best I can do? They experience what Schwartz calls regret in anticipation of making a decision. As he puts it in his book, "You imagine how you'll feel if you discover that there was a better option available. And that leap of imagination may be all it takes to plunge you into a mire of uncertainty.

The answer to an unasked question is always no,

identifying his in-the-moment feelings, because feelings lead to behaviors. Once we know what we're feeling, we can make choices about where we want to go with them.

Beginning before you know what you want to say and keeping on after you have said it lands a merchant in a lawsuit or the poorhouse, and the first is a shortcut to the second.

Be careful whom you fall in love with, because your better judgment can be overwhelmed by your emotions. You know when a situation isn't God's best, so don't just drift along and tell yourself, "I can always fix the problems later." Before you know it, emotion kicks in and there goes your judgment. All of a sudden, you are in a serious relationship with someone whom—if you thought about it honestly—you know you shouldn't be with.

VIOLET LONGCOPE had, from the earliest signs of her daughter's incipient beauty, drilled into Clarabel's lovely head the warning that a single unwary submission of the heart to the wrong male charm could throw a girl perhaps irretrievably off the smooth tracks of the best laid life plan. The

Organization can never be a substitute for initiative and for judgment.

Not feeling "good enough" interferes with the decision-making process. How can you make a good decision when you're not sure about yourself?

Consequences," said Gamache. "We must always consider the consequences of our actions. Or inaction. It won't necessarily change what we do, but we need to be aware of the effect.

Most people want to be led. But suppose they choose the wrong leader? They end up with the Donner party.

The senior council couldn't allow me to disobey orders and get away with it. This is their punishment. And it's right. Just as what I did was right.

Gamache had patiently explained, over and over, over the years, that he was doing something. He was thinking. It had taken Beauvoir years to see the power of pausing. And of patience. Of taking a breath to consider all options, all angles, and not simply acting on the most obvious.

That was often the equation, give up the few to save the many. From a distance it seemed so simple, so clear. And yet, from a distance you might see the big picture, but not the whole picture, you missed the details. Not everything was seen, from a distance.

One was grey, the other black. The gray one wanted his grandfather to be corageous, and patient, and kind. The other, the black one, wanted his grandfather to be fearful and cruel. this upset the boy and he thought aboutit for a few days the returned to his grandfather. He asked, "Grandfather, which of the wolves will win?" ... "The one I feed

It had taken Beauvoir years to see the power of pausing. And of patience. Of taking a breath to consider all options, all angles, and not simply acting on the most obvious.