A Quote by Dixie Lee Ray
We need to ask our policy makers and those we elect to office who are supposed to make decisions to give us the evidence of the facts that are behind the decisions that we make. We should be skeptical.
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It's how you make decisions that matters, and that ought to be the question that people ask of any candidate for any executive office, whether it's mayor, governor or president. How do you make decisions? Who do you want in the room helping you make those decisions?
We have to help decision makers realize that women's reproductive health rights are civil rights and that women need to be free to make the same decisions that men are free to make with regard to health care and whether and when to have a family. It's going to be increasingly important for women to speak up not only about being able to make our own decisions, but also about the importance of being trusted to make our own decisions.
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 people who make policy decisions should damned well know what they are talking about before they make the decisions. There is nobody who is an expert on cloning who would be afraid after seeing Attack of the Clones.
If we all make systematic mistakes in our decisions, then why not develop new strategies, tools, and methods to help us make better decisions and improve our overall well-being? That's exactly the meaning of free lunches- the idea that there are tools, methods, and policies that can help all of us make better decisions and as a consequence achieve what we desire-pg. 241
There are times where I'd say the Oval Office, you use to gather the facts. The decisions you probably make late at night, or at least I do. But there are some times where you think you've made a decision, but during that walk, where you're announcing the decision, you've just got to make sure that, you're prepared to live with it, because as you know George, a lot of these decisions are not - the outcomes are uncertain.
What I'm saying is it is our responsibility to exercise due diligence, to ask the tough questions, to get the evidence before we make those very costly decisions about how and when and where our military is used.
You can't make evidence-based policy decisions without evidence.
Solitude is one of our great superpowers... Solitude is the key to being able to make effective decisions and then having the courage of convictions to stand behind those decisions.
The most basic principle to being a free American is the notion that we as individuals are responsible for our own lives and decisions. We do not have the right to rob our neighbors to make up for our mistakes, neither does our neighbor have any right to tell us how to live, so long as we aren’t infringing on their rights. Freedom to make bad decisions is inherent in the freedom to make good ones. If we are only free to make good decisions, we are not really free.
Facts are neutral until human beings add their own meaning to those facts. People make their decisions based on what the facts mean to them, not on the facts themselves. The meaning they add to facts depends on their current story … facts are not terribly useful to influencing others. People don’t need new facts—they need a new story.
If the short-term decisions you make damage the long term, you should resist those. But there are many short-term decisions that you need to make to be a successful manager.
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.
As a policymaker, as a public servant, I come to Washington, D.C., and I make difficult decisions and I make difficult decisions every day. And sometimes those decisions upset people.
We try to make sensible decisions with the facts in front of us. The problem with sensible decisions is that so is everyone else.
The more decisions we make in a day, the more likely we are to make bad decisions - because deciding wears us down. You start making decisions in the morning, and by the middle of the afternoon, you're running on fumes.
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