A Quote by Jill Stein
There are other forms of community-based decision-making, not unlike, you know, our elected bodies, except that the intention here is to exclude pay-to-play players from determining how these decisions are made.
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We seem to have lost the wisdom of the indigenous people, which dictated that in any major decision, the first consideration was 'How will this decision we're making today affect our people in the future? These days, decisions are made based on the bottom line.
I'm a big fan of intention. That's because I have learned first-hand the power of setting my intention on my goal and making all decisions based off of that intention.
Much of political decision-making concentrates power in the hands of those already inside the circle, who tend to be men. Excluding women may not be the intention, but when they are not invited into the room where decisions are made, you can see how it happens.
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.
In their zeal for particular kinds of decisions to be made, those with the vision of the anointed seldom consider the nature of the: process: by which decisions are made. Often what they propose amounts to third-party decision making by people who pay no cost for being wrong-surely one of the least promising ways of reaching decisions satisfactory to those who must live with the consequences.
Decisions of the kind the executive has to make are not made well by acclamation. They are made well only if based on the clash of conflicting views...The first rule in decision-making is that one does not make a decision unless there is disagreement.
If the subjectivist view hold true, thinking cannot be of any help in determining the desirability of any goal in itself. The acceptability of ideals, the criteria for our actions and beliefs, the leading principles of ethics and politics, all our ultimate decisions are made to depend upon factors other than reason. They are supposed to be matters of choice and predilection, and it has become meaningless to speak of truth in making practical, moral or esthetic decisions.
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.
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.
Actually, I can't take credit for any of my decisions. I noticed one day that all my decisions were making themselves, and always at the right time. I haven't had to make one decision since then. They are always made for me, and they come from the wisdom that is in us all. I trust that wisdom completely. That trust itself was a decision made for me as inquiry cleared my mind. No decision, no fear.
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.
Not making a decision is the worst thing you can do. So long as you feel you made the right decision based on the information you had at that time, there's no need to fret about it. If it fails, you'll know what to do next time.
The fine art of executive decision consists in not deciding questions that are not now pertinent, in not deciding prematurely, in not making decision that cannot be made effective, and in not making decisions that others should make.
It's a bit disappointing when board members who don't know a thing about football are making decisions on your career. When you look at it you've got coaches, senior players and CEO's who wanted me but then it gets to a board meeting and you've got fat businessmen who are making the decision on your career. It was frustrating and it made me a bit angry.
In fact, I think [Donald Trump] welcomes the fact that he's got people in the room that may not agree with each other on everything, but he prefers to be presented opinions that are varying at the same time and then making an informed decision based on everyone's input before making decisions.
A lot of companies have teams, but they are not really independent. They still have to get stuff approved by the boss. You have to change how and where decisions are made. If the hierarchy makes the decision, it will be based on politics.
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