A Quote by Jason Whitlock
If you engage with the police, filled with fear, you're more likely to make really bad decisions that than provoke them to take action.
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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.
To the degree you could provoke people and engage them in a unique way, your message is more likely to resonate longer. I figured out the less-than-140-character concept long before Twitter came along.
A woman does not have to make decisions based on the need to survive. She can cut through issues, call shots as she sees them....Many bad decisions are made by men in government because it is good for them personally to make bad public decisions.
My favorite novel in the world is Frankenstein. I'm going to misquote it horribly, but the monster says, "I have such love in me, more than you can imagine. But, if I cannot provoke it, I will provoke fear."
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.
Having the courage to make decisions and take action. Never be afraid to fail. You have nothing to fear if you have prepared to the best of your ability.
I mean a real police state just to get a token recognition of a law. It take, it took, I think, 15,000 troops and 6 million dollars to put one negro in the University of Mississippi. That's a police action, police state action.
In all of my work I'm trying to create a dialogue, in which I want to provoke the recipients, stimulate them to use their own imaginations. I don't just say things recipients want to hear, flatter their egos or comfort them by agreeing with them. I have to provoke them, to take them as seriously as I take myself.
I always try to push through fear. I won't be crippled by it. People say, "Oh you take such risks", or "You're brave." And I'm like, 'Well, if you knew - inside I'm really frightened!' But the way people navigate fear and pain is fascinating... The more you feel, the stronger the pain. And the more you engage in life, the more you have to lose.
Wars are begun by frightened men. They fear war, but more than that, they fear what will happen if they don't start one or take equivalent action, I suppose.
Action is a great restorer and builder of confidence. Inaction is not only the result, but the cause, of fear. Perhaps the action you take will be successful; perhaps different action or adjustments will have to follow. But any action is better than no action at all.
In the daily lives of most men and women, fear plays a greater part than hope: they are more filled with the thought of the possessions that others may take from them, than of the joy that they might create in their own lives and in the lives with which they come in contact. It is not so that life should be lived.
I talk to a lot of women who have difficult times who are suffering. I really want women to be encouraged and to have hope because things can get better. Make good decisions, stop making bad ones, because we have to take responsibility too. But make good decisions and really the future will be a lot better for your kids - and yourself.
It is very difficult to make really big, important, life-changing decisions because we are all susceptible to a formidable array of decision biases. There are more of them than we realize, and they come to visit us more often than we like to admit.
Putting somebody else in crisis mode and causing them to make quicker decisions, urgent decisions, rather than prolonged, more logical decisions can be very advantageous. So, to be successful in business, you have to understand the power of confrontation and how to use it correctly.
There is clearly risk associated with empowering your team to make more and faster decisions at a lowerlevel than was previously the norm. As you take your hands off the wheel, you need to be more vigilant and aware than ever about the decisions your team is making.
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