A Quote by Mark Waid
For me, it's infinitely more interesting to read or watch a character making decisions they think are right, but the audience knows differently, and seeing that disconnect. The only way characters can grow and learn is by making the wrong decisions and then learning from them.
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Everyone knows what it's like to make the wrong decision for the right reasons. For me, wrong decisions are the heart of drama - a character who's always making the right decisions is boring.
It is hard to imagine a more stupid or more dangerous way of making decisions than by putting those decisions in the hands of people who pay no price for being wrong.
We need to stop spending so much of our time trying to make the right decisions and instead start spending our time making decisions and then making them right.
Part of the core of my system, is a way of trying to give the characters more control. If I'm practicing making up what the characters will do, it's never good. In fact, when I catch myself doing that, I try to get rid of that section, and try and let them start making the decisions.
My authoritarian and quick manner of making decisions led me to have serious problems and to be accused of being ultraconservative. I have never been a right-winger. It was my authoritarian way of making decisions that created problems.
Executives do many things in addition to making decisions. But only executives make decisions. The first managerial skill is, therefore, the making of effective decisions.
The fact of the matter is right now politicians and insurance companies are making decisions. We're saying we want doctors to be making decisions. And I think that will lead to a higher-quality, lower-cost system over time.
I would love to just continue playing characters that break the mold. I like making interesting decisions when playing characters, so, taking something that would seem one way and then playing it a different way.
The way to make better decisions is to make more of them. Then make sure you learn from each one, including those that don't seem to work out in the short term: they will provide valuable distinctions to make better evaluations and therefore decisions in the future. Realize that decision making, like any skill you focus on improving, gets better the more often you do it.
. . . I felt that making her one-dimensional would be an insult to the audience, and also not as interesting. All destructive people have an inner side to them, and the more three-dimentional your characters are on screen the more compassion you can open up in an audience . . .. To me, that involves the audience more, it stimulates them and asks more of them.
I had individuals in my life to help me make the right decisions because it wasn't about them accepting handouts. It was about them making the right decisions for me.
I had individuals in my life to help me make the right decisions because it wasn't about them accepting handouts. It was about them making the right decisions for me.
If you're making a bunch of little decisions - like, do I read this email now or later? Do I file it? Do I forward it? Do I have to get more information? Do I put it in the spam folder? - that's a handful of decisions right there, and you haven't done anything meaningful. It puts us into a brain state of decision fatigue.
What are the odds that people will make smart decisions about money if they don't need to make smart decisions--if they can get rich making dumb decisions? The incentives on Wall Street were all wrong; they're still all wrong.
Leadership isn't making all the decisions. It is making sure the right decisions are made.
If we decide rightly what to do, or use a correct procedure for making such decisions, that has to be because the decisions or the procedure rest on good reasons, and these reasons consist in the apprehension of truths about what we ought to do. Because these truths must constitute reasons for our decisions, and because in the rational order, reasons must always precede the decisions based on them, the truth conditions of claims about what we ought to cannot be reduced to, or constructed out of, decisions about what to do, or procedures for making such decisions.
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