A Quote by Peter Woo
Without constantly pushing my senior colleagues to formulate decisions, I would never be able to learn and know what they are made of.
Related Quotes
Every artist, writers included, have an ethics and an aesthetics, whether they can formulate them or not. I happen to think that it is good to be able to formulate - it is good to know what you are doing and to be able to talk about it.
The paradox is that by the time you get to be senior, the decisions that matter the most are the ones that would be best made made by people who are junior.
Some of my colleagues I have the most differences with in decisions are ones with whom I have a very friendly relationship. You have to be able to step back and look at the issues and your colleagues.
Most discussions of decision making assume that only senior executives make decisions or that only senior executives' decisions matter. This is a dangerous mistake.
The people wanted to believe that the Negroes couldn't learn to read music but had a natural talent for it. So we never played with no music. I'd get all the latest Broadway music from the publisher, and we'd learn the tunes and rehearse them until we had them all down pat- never made no mistakes. All the high-tone, big-time folks would say, isn't it wonderful how these untrained, primitive musicians can pick up all the latest songs instantly without being able to read music?
It's helped my outlook, how I interact with people. It's made me more conscious. It's helped me be able to focus, make better decisions, think on my feet. I don't know what I'd do without it. It's my sanctuary.
It is possible to enjoy the Mozart concerto without being able to play the clarinet. In fact, you can learn to be an expert connoisseur of music without being able to play a note on any instrument. Of course, music would come to a halt if nobody ever learned to play it. But if everybody grew up thinking that music was synonymous with playing it, think how relatively impoverished many lives would be. Couldn't we learn to think of science in the same way?
I'm going to make mistakes, I just have to be able to learn from them as quickly as possible. To learn faster, I watch film of myself and other good point guards, and then breaking down my mistakes and really analyzing them and seeing where I could have made better decisions.
I understand everybody in this country doesn't agree with the decisions I've made. And I made some tough decisions. But people know where I stand.
I would be able to provide a different perspective and act independently of the Government in the decisions that have to be made by the President.
When learning is recognized in the fabric of life and encouraged, when families make their decisions based on what leads to more interesting and educational ends, children learn without effort, often without even knowing it, and parents learn along with them.
I know that without treatment I would not have never been able to harness my creativity in such a successful way.
The key to culture is it's a framework for making decisions. And if it's baked into your culture, people learn how to make decisions across that culture without you ever saying anything. You never have to really do anything except watch and promote and move people around.
I made up my mind when I was 15 years old that I would never smoke or drink. I have kept that pledge to myself, and it was one of the smartest decisions I ever made.
In this digital age, there is no place to hide behind public relations people. This digital age requires leaders to be visible and authentic and to be able to communicate the decisions they've made and why they've made them, to be able to acknowledge when they've made a mistake and to move forward, to engage in the debate.
The most valuable insight I have made about how people make decisions is that when they become skilled they don't have to make decisions - choices between options. Instead, they can draw on experience and the patterns they have acquired to recognize what to do, ignoring other options. This is the basis of the Recognition-Primed Decision (RPD) model my colleagues and I described thirty years ago.
