A Quote by Ingmar Bergman
I make all my decisions on intuition.
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Leaders trust their guts. "Intuition" is one of those good words that has gotten a bad rap. For some reason, intuition has become a "soft" notion. Garbage! Intuition is the new physics. It's an Einsteinian, seven-sense, practical way to make tough decisions. Bottom line, circa 2001 to 2010: The crazier the times are, the more important it is for leaders to develop and to trust their intuition.
When one devotes oneself to meditation, mental burdens, unnecessary worries, and wandering thoughts drop off one by one; life seems to run smoothly and pleasantly. A student may now depend on intuition to make decisions. As one acts on intuition, second thought, with its dualism, doubt and hesitation, does not arise.
I make all my decisions on intuition. But then, I must know why I made that decision. I throw a spear into the darkness. That is intuition. Then I must send an army into the darkness to find the spear. That is intellect.
Most decisions are seat-of-the-pants judgments. You can create a rationale for anything. In the end, most decisions are based on intuition and faith.
Intuition is a combination of insight and imagination that was once attributed to spiritual communication. Mathematicians call it 'fuzzy logic,' drawing conclusions from vague or subjective input. The mind becomes aware without the direct intervention of reasoning. Once you can imagine something you can begin the process of creating it. Executives use intuition to make many product, investment, and hiring decisions, even if they deny it. Success in business may depend on an accurate gut.
I'm going to make decisions that I think are best for me and my family. So, when I make these decisions, of course I'm going to ask people for advice, but at the end of the day, Brandon Jennings makes the decisions. And I feel like the decisions that I've made so far have been successful.
When you're in a crisis of, you know, tremendous proportions, it's beyond any human capability to control, you just make the best decisions you can, and you just hope that your intuition is correct.
Everybody grows up and they have to make decisions, and they try and make the best decisions that they know how to. It's taken them their whole lives to finally step out and start making their own decisions.
I have an intuition, and usually my intuition is right. I have a feeling for whether a role will be good or bad for me, and I almost never make a mistake.
Intuition is neither the ability to engage prophecy
nor a means of avoiding financial loss or painful relationships.
It is actually the ability to use energy data
to make decisions in the immediate moment.
It's how you make decisions that matters, and that ought to be the question that people ask of any candidate for any executive office, whether it's mayor, governor or president. How do you make decisions? Who do you want in the room helping you make those decisions?
You don't make spending decisions, investment decisions, hiring decisions, or whether-you're-going-to-look-for-a-job decisions when you don't know what's going to happen.
As a policymaker, as a public servant, I come to Washington, D.C., and I make difficult decisions and I make difficult decisions every day. And sometimes those decisions upset people.
The more decisions we make in a day, the more likely we are to make bad decisions - because deciding wears us down. You start making decisions in the morning, and by the middle of the afternoon, you're running on fumes.
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.
If crimes are committed, they are committed by people; they are not committed by some free-floating entity. These companies and other entities don't operate on automatic pilot. There are individuals that make decisions - and some make the right decisions, and some make the wrong decisions.
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