A Quote by Daniel Levitin

Decision-making is difficult because, by its nature, it involves uncertainty. If there was no uncertainty, decisions would be easy! The uncertainty exists because we don't know the future, we don't know if the decision we make will lead to the best possible outcome. Cognitive science has taught us that relying on our gut or intuition often leads to bad decisions, particularly in cases where statistical information is available. Our guts and our brains didn't evolve to deal with probabilistic thinking.
No decision-making system is going to guarantee corporate success. The strategic decisions that corporations have to make are of mind-numbing complexity. But we know that the more power you give a single individual in the face of complexity and uncertainty, the more likely it is that bad decisions will get made.
Whether baseball or football, we're tasked in front offices with making decisions under uncertainty. How do you corral that uncertainty in a way to make more consistently better decisions? That's very similar.
In the face of uncertainty, many companies will default to asking their innovators to study and analyze, which can't actually ever provide a definitive answer. The decision-making systems here are meant to deal with the reality that decisions about innovative ideas will rely on patterns and intuitions. The best venture capital organizations deal with this challenge by staging investment, actively participating in startups they fund, tying decisions to learning as opposed to artificial dates on the calendar, and assembling a diverse team of decision-makers.
You know in politics you are dealing in the realm of choices. You don't always have clear-cut decision between a thoroughly principled position and a thoroughly unprincipled one. You're making snap decisions with paucity of information, generally trying to do the best that you can, but you will make errors, and sometimes it's a decision between a bad and a worse alternative. It has to be done, because we need to order our society, and of politics it can literally be said: Bad job, but someone's got to do it.
There will be very few occasions when you are absolutely certain about anything. You will consistently be called upon to make decisions with limited information. That being the case, your goal should not be to eliminate uncertainty. Instead, you must develop the art of being clear in the face of uncertainty.
We don't always know the details of our future. We do not know what lies ahead. We live in a time of uncertainty. We are surrounded by challenges on all sides. Occasionally discouragement may sneak in to our day; frustration may invite itself into our thinking; doubt might enter about the value of our work. In these dark moments Satan whispers in our ears that we will never be able to succeed, that the price isn't work the effort, and that our small part will never make a difference. He, the father of all lies, will try to prevent us from seeing the end from the beginning.
I'm a very good decision maker because I have core set of principles and so I can make decisions. Decisions can be very hard and you have to wrestle with them, but I'm able to get all the data on the table and figure out what would be the best decision because decisions mean ill for some people and mean positives for others.
Any individual decisions can be badly thought through, and yet be successful, or exceedingly well thought through, but be unsuccessful, because the recognized possibility of failure in fact occurs. But over time, more thoughtful decision-making will lead to better overall results, and more thoughtful decision-making can be encouraged by evaluating decisions on how well they were made rather than on outcome.
In the face of ambiguity, uncertainty, and conflicting demands, often under great time pressure, leaders must make decisions and take effective actions to assure the survival and success of their organizations. This is how leaders add value to their organizations. They lead them to success by exercising good judgment, by making smart calls when especially difficult and complicated decisions simply must be made, and then ensuring that they are well executed.
One of the things that has been very difficult in Libya is the sense of uncertainty - the sense that they haven't actually finished the revolution, that there was still a great deal of uncertainty. That uncertainty has made Libya harder for business in terms of oil and other things as well.
Lord, protect our decisions, because making Decision is a way of praying. Give us the courage after our doubts, to be able to choose between one road and another. May our YES always be a YES and our NO always be a NO. Once we have chosen our road, may we never look back nor allow our soul to be eaten away by remorse. And in order for this to be possible.
Collectivism takes on many guises and seldom uses its own real name. Words like 'community' and 'social' soothe us into thinking that collectivist decision-making is somehow higher and nobler than individual or 'selfish' decision-making. But the cold fact is that communities do not make decisions. Individuals who claim to speak for the community impose their decisions on us all.
Parts of you die with every decision you have to make. It becomes about making decisions between bad decisions and worse decisions.
Where there is no uncertainty, there is no longer the need for leadership. The greater the uncertainty, the greater the need for leadership. Your capacity as a leader will be determined by how well you learn to deal with uncertainty.
More that members of Senate know about Medicaid, in many ways, the harder it is to make that final decision, because you have got so much information, and you know how many other things are impacted here by one decision here that, five decisions later, has made a big difference in somebody's life.
We are living in a society that is totally dependent on science and high technology, and yet most of us are effectively alienated and excluded from its workings, from the values of science, the methods of science, and the language of science. A good place to start would be for as many of us as possible to begin to understand the decision-making and the basis for those decisions, and to act independently and not be manipulated into thinking one thing or another, but to learn how to think. That's what science does.
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