A Quote by Phyllida Lloyd
In management terms, directing opera certainly prepares you for a film set: the magnitude of it, the experts in other fields that you have to call on. Both are massive ensemble jobs in which there's incredible pressure to get things done on time and on budget - so much so that making the wrong decision may be better than making no decision at all.
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Making an un-perfect decision is far, far better than not making a decision, which is the worst possible decision you could make.
To have an idea meritocracy, one needs to do three things. First, they have to put their honest thoughts on the table, for everyone to look at and everyone to work through. Second, they need to have thoughtful disagreement, by which there are quality exchanges, in which there's open mindedness and the realization that no one has all the right answers. And you can work through that and get to better answers because good collective decision making is better than any individual decision making. And third, you have to have ways of getting past the disagreements if they remain.
Markets and science show that some fields of human endeavour work much better than political decision-making. I think we could do much much better if we will face our problems honestly.
It comes down to your decision-making and obviously you can get better and better as a decision-maker as you play, and get reps and go through experiences and learn but football's the same as life, you got to be a great decision maker to have success.
The essence of the phenomenon of gambling is decision making. The act of making a decision consists of selecting one course of action, or strategy, from among the set of admissible strategies.
Often any decision, even the wrong decision, is better than no decision.
Those who depend fully on another person’s knowledge to decide what is possible are easily manipulated. The most effective leaders utilize experts from all fields, but rely on none when it comes to making a decision.
Generally you should act somewhere between P40 and P70, as I call it. Sometime after you have obtained 40 percent of all the information you are liable to get, start thinking in terms of making a decision. When you have about 70 percent of all the information, you probably ought to decide, because you may lose an opportunity in losing time.
When you realize that your history books and your science books and your literature books are not the result of experts sitting down and making it a wise decision, but of political pressure groups coming to the state textbook hearings, this is wrong.
People who to back and chastise themselves, or second guess themselves, for making a wrong decision or a weak decision continues to set themselves up for failure in future decisions simply because they don't trust themselves.
making a decision was only the beginning of things. When someone makes a decision, he is really diving into a strong current that will carry him to places he had never dreamed of when he first made the decision.
I'm not a big believer in slavishly following research. It's one of the things that's wrong with television is that if you throw the whole - the decision-making process to the research department, you're not making any instinctive, visceral judgments about programs, which are show business.
One of the coolest things about being an actor is growing, and changing with everything, and never making the same decision twice because you've learned so much from the last project. I guess that's like in life. You keep moving through, and you hopefully learn from your mistakes and just get better and better all the time.
I think it's very, very important that in foreign policy and national security decision making, as in any other realm, that there be a range of diversity that reflects the full complexity of America. We should draw on those experiences to inform our decision making.
The pattern shows that whenever countries try to construct access to the single market... it has required freedom of movement and massive contributions to the E.U. budget, and no role in any decision making processes that frame the rules.
The constant drive for campaign dollars has distorted decision-making in Washington, DC, to the point where our systems can no longer effectively address complex, long-term problems like the climate crisis. Which brings me to my other major concern - the short-term focus of capitalism. It distorts the allocation of resources and the decision-making processes of companies.
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