A Quote by Ted Cruz

You have to be willing to have the decision-making follow the data. — © Ted Cruz
You have to be willing to have the decision-making follow the data.
If you're going to decide to run a data-driven campaign, decision-making has to follow it.
Every day we go over data and use science and data to drive policy and decision-making.
What I learned from my work as a physician is that even with the most complicated patients, the most complicated problems, you've got to look hard to find every piece of data and evidence that you can to improve your decision-making. Medicine has taught me to be very much evidence-based and data-driven in making decisions.
The Pentagon should use data to guide financial decision-making.
Disruptive technology is a theory. It says this will happen and this is why; it's a statement of cause and effect. In our teaching we have so exalted the virtues of data-driven decision making that in many ways we condemn managers only to be able to take action after the data is clear and the game is over. In many ways a good theory is more accurate than data. It allows you to see into the future more clearly.
Watson augments human decision-making because it isn't governed by human boundaries. It draws together all this information and forms hypotheses, millions of them, and then tests them with all the data it can find. It learns over time what data is reliable, and that's part of its learning process.
When leaders are willing to talk through their own decision-making process, making visible that values are an important consideration, this sends a powerful signal to employees.
There's definitely a huge opportunity for businesses to transform their operations and decision making by using data.
Willingness opens the doors to knowledge, direction, and achievement. Be willing to know, be willing to do, be willing to create a positive result. Be willing, especially, to follow your dream.
One of the myths about the Internet of Things is that companies have all the data they need, but their real challenge is making sense of it. In reality, the cost of collecting some kinds of data remains too high, the quality of the data isn't always good enough, and it remains difficult to integrate multiple data sources.
I can't ever remember being struck by lightning when making a big decision. It's always about taking in more and more data points and making tack adjustments as you figure it out. I call customers, suppliers, industry analysts and try to get as much information as possible.
In my view, our approach to global warming exemplifies everything that is wrong with our approach to the environment. We are basing our decisions on speculation, not evidence. Proponents are pressing their views with more PR than scientific data. Indeed, we have allowed the whole issue to be politicized-red vs blue, Republican vs Democrat. This is in my view absurd. Data aren't political. Data are data. Politics leads you in the direction of a belief. Data, if you follow them, lead you to truth.
Making an un-perfect decision is far, far better than not making a decision, which is the worst possible decision you could make.
The key to good decision making is evaluating the available information - the data - and combining it with your own estimates of pluses and minuses. As an economist, I do this every day.
It is clear that I am a person who believes fundamentally in facts, evidence, data, and science, which supports decision-making and allows us to function as a society based on knowledge.
It amazes me how people are often more willing to act based on little or no data than to use data that is a challenge to assemble.
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