A Quote by Nathan Myhrvold

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.
I have not said your values are wrong. But neither are they right. They are simply judgments. Assessments. Decisions. For the most part, they are decisions made not by you, but by someone else. Your parents, perhaps. Your religion. Your teachers, historians, politicians.
In sports and in business, the greatest leaders are those who make the best decisions in the most crucial of situations. They are the ones who focus their energy on turning tough decisions into winning decisions.
Most of us think that decisions such as where shall I live, with whom shall I partner, what shall I pick as a career for my life are the most important decisions that we make. But from the point of view of the universe these decisions are not that important. Within you, you have already made decisions about who you are, what the universe is and how you will relate to other people and how you will relate to the universe and these decisions are creating consequences in your life moment by moment.
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.
I make my decisions and my judgments not based on what a prime minister of another country says, but based on what my principles tell me... how may DNA guides me.
With breast cancer, nothing is straightforward. It makes sense for most people to make their dietary decisions based on what it does for heart disease. That's where the data are most strong.
There is never a specific theme or anything I have interest in. Really, I make decisions based on decisions that are made by other people and whatever is presented to me, and I do it on a first come, first serve basis, and go from there.
All the decisions you makehow many of those decisions are based on you doing simply what's right in your own eyes, and how many times specifically have you gone to Scripture looking for the answer, with regard to anything?
High office teaches decision making, not substance. It consumes intellectual capital; it does not create it. Most high officials leave office with the perceptions and insights with which they entered; they learn how to make decisions but not what decisions to make.
We've seen in terms of the reaction to some proposals in the Budget already how resistant that public opinion is to, first of all, a public comprehension of the new paradigm in which we have to operate; and secondly, to the rationale for the decisions that we're taking and the reason for those decisions to be implemented and followed through.
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.
For the most important decisions in your life, trust your intuition, and then work with everything you have, to prove it right.
If you make decisions based upon people's reactions or judgments then you make really boring choices.
We make investment decisions based on our evaluation of the most profitable combination of probabilities.
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.
A president must make decisions based upon principle and stand by the principles by which he makes decisions in order to achieve peace.
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