A Quote by John Ortberg
Prudence is foresight and far-sightedness. It's the ability to make immediate decisions on the basis of their longer-range effects.
Related Quotes
When mundane, lowly activities are at stake, too much insight is detrimental — far-sightedness errs in immediate concerns.
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.
I have an ability to work collegially across a wide range of interests in the caucus and in the Congress, and an ability to work on a bipartisan basis. Appropriators pride themselves on that.
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.
The next thing to be said about what long-range planning is not, is that it does not deal with future decisions. It deals with the futurity of present decisions. Decisions exist only in the present. The question that faces the long-range planner is not what we should do tomorrow.
Political journalists love graduate student intelligence, the ability to make clever allusions in seminars, and in 1999-2000, they hassled George W Bush for not having it. They didn't realise what this book succinctly displays: that the president has something far more important - CEO intelligence, the ability to ask tough questions, garner essential information and make discerning decisions.
Often a certain abdication of prudence and foresight is an element of success.
The nervous system and the automatic machine are fundamentally alike in that they are devices, which make decisions on the basis of decisions they made in the past.
In an economy, an act, a habit, an institution, or a law, gives birth not only to an effect, but to a series of effects. Of these effects, the first only is immediate; it manifests itself simultaneously with its cause - it is seen. The others unfold in succession - they are not seen. Now this difference is enormous, for it is often true that when the immediate consequence is favorable, the ultimate consequences are fatal, and the converse.
The chief value of the rule lies in preventing an immediate and obvious but inferior good from replacing a longer-range, less obvious but superior one.
The step between prudence and paranoia is short and steep. Prudence wears a seat belt. Paranoia avoids cars. Prudence washes with soap. Paranoia avoids human contact. Prudence saves for old age. Paranoia hoards even trash. Prudence prepares and plans, paranoia panics. Prudence calculates the risk and takes the plunge. Paranoia never enters the water.
Most people define "street smarts" as some innate ability to make savvy decisions, or one that has developed as a result of a person being confronted with very challenging circumstances in the past. I think another common term that is used is one who has amazing "business acumen." But, whatever we call it, it is always associated with some mysterious ability, only a few possess, that allow them to make better decisions than the rest of us.
It appears to me that one great cause of our difference in opinion on subjects which we often discuss is that you have always in mind the immediate and temporary effects of particular changes, whereas I put these effects quite aside, and fix my whole attention on the long-term effects that will result from them.
Rage and frenzy will pull down more in half an hour than prudence, deliberation, and foresight can build up in a hundred years.
In addition to self-awareness, imagination and conscience, it is the fourth human endowment - independent will - that really makes effective self-management possible. It is the ability to make decisions and choices and to act in accordance with them. It is the ability to act rather than to be acted upon, to proactively carry out the program we have developed through the other three endowments. Empowerment comes from learning how to use this great endowment in the decisions we make every day.
Prudence does not mean failing to accept responsibilities and postponing decisions; it means being committed to making joint decisions after pondering responsibly the road to be taken.
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