Quotes About Decision-making

The difference between Cisco Systems CEO John Chambers and Enron's Kenneth Lay is far easier to recognize with the benefit of 20/20 hindsight.

When you examined the facts judicially, and asked which would provide the greatest good for the greatest number, there could be only one answer.

When groupthink occurs, the group isolates itself from the outside world and the information it contains.

And that, children, is why ultimatums are a bad idea, said a memory speaking in the Marrok's voice.

I didn't ask what you'd said about it," the frog snapped. "I asked what you're going to do. Nine times out of ten, talking is a way of avoiding doing things.

Well," said the frog, "what are you going to do about it?" "Marrying Therandil? I don't know. I've tried talking to my parents, but they won't listen, and neither will Therandil." "I didn't ask what you'd said about it," the frog snapped. "I asked what you're going to do. Nine times out of ten, talking is a way of avoiding doing things.

I may long for certainty, but I have to live with doing the best I can.

Science itself does not adjudicate on moral values. When all available facts are in, we may still face the questions "What should we do?

Certainty about one's moral stance might be soothing, but it tends to blinker us to damage we are about to cause.

The way to take ownership is to realize that everything that happens is a consequence of your free will.

If people don't weigh in, they can't buy in.

Choices may be unbelievably hard but they're never impossible. To say you have no choice is to release yourself from responsibility and that's not how a person with integrity acts.

Then at the top of the hill, the road forks. Which just figures. "You gotta be kidding." I say. One part of the road goes left, the other goes right. (Well, it's a "Fork" ain't it?)

His mother shakes her head. "Everyone thinks they know what's best. Everyone." And then a voice behind him says, "Sometimes you need to find out that you don't, though.

Sometimes the people don't know what's best for them, Ivan," she says. "Sometimes the people have to be convinced of things that are necessary. That's what leadership is. Not shouting your head off in support of their every whim.

Sometimes the people don't know what's best for them... Sometimes the people have to be convinced of things that are necessary. That's what leadership is. Not shouting your head off in support of their every whim.

You needed to know it, but for the rest of this, I'm choosing my own story. Because if you can't do that, you might as well just give up.

Children are, though, the last to be consulted on issues of their own welfare, so our opinions went unheard.

Richard was a smart guy, with lousy judgment.

What were you thinking?" Bast said with an odd mixture of confusion and concern. Coat was a long while in answering. "I tend to think too much Bast. My greatest successes tended to come when I stopped thinking and simply did what felt right, even if there was no explantion for what I did.

But a leader is not a muscle. A leader is a mind.

I tend to think too much, Bast. My greatest successes came from decisions I made when I stopped thinking and simply did what felt right. Even if there was no good explanation for what I did." He smiled wistfully. "Even if there were very good reasons for me not to do what I did.

When do you bleed a patient?" The question brought me up short. "When I want him to die?" I asked dubiously.

Our options are limited. Do we want to be wet tonight or hungry tomorrow?