A Quote by Cass Sunstein

For business, government, and education, the lesson is clear: People ought to be relying far more on objective information and far less on interviews. They might even want to think about scaling back or cancelling interviews altogether. They'll save a lot of time - and make better decisions.
The goal of my shows, my interviews, my business, my philanthropy, all of it, whatever ventures I might pursue, would be to make clear that what unites us is ultimately far more redeeming and compelling than anything that separates me.
There are all sorts of despicable people who journalists have done interviews with, and it's been useful. Isn't more information better than less information?
I want to see far more decisions taken far closer to the patients, the passengers and the pupils. Far more power for locally and regionally elected politicians who understand best the needs of their areas. And far more say too for the dedicated staff at all levels in health and education.
Normally I do all my own post work. It's not that I do it better than anyone else, I just do it my way. I make decisions. People who print at labs are probably far better printers, but they won't make my decisions mid-process. I don't want to be out of the loop. I want to be a photographer and do all of it.
I insist on a lot of time being spent, almost every day, to just sit and think. That is very uncommon in American business. I read and think. So I do more reading and thinking, and make less impulse decisions than most people in business. I do it because I like this kind of life.
Meanwhile, little people like you and me, if our prayers are sometimes granted, beyond all hope and probability, had better not draw hasty conclusions to our own advantage. If we were stronger, we might be less tenderly treated. If we were braver, we might be sent, with far less help, to defend far more desperate posts in the great battle.
Even the bad interviews I think you learn from. They make you better.
I think kids relate to me because I have some ability to remain a little bit naive. Even during interviews. Mostly during interviews.
The thing about interviews is that if someone interviews you, and they're an idiot, then they make you sound like an idiot, too. They ask you stupid questions, and they bring you down to their level. It's tempting to not ever want to talk to anybody, but you can't do that.
Washington politicians think that government can make better decisions than you and me. But we know better. We know it's smaller, less intrusive government that will lead to real economic prosperity. We know it's business-friendly policies, not more red tape, that will create real growth.
Early in my career, I sometimes found it difficult to make the tough people decisions - I had to learn that. In business, you want to listen. You want to learn. You want to make sure you're not proceeding without information. But if you wait too long, you can actually hurt an organization even more.
I've done a few interviews where I realized that 9/11 was the ultimate home invasion, not to be glib about it. You know, where the place that you think is safe and the people that you think are safe and far from evil are suddenly just slaughtered by it, and you have no control over it.
I think it is clear that what we ought to do has to be independent of our decisions about what to do, and independent of any procedures we might use in making such decisions.
I think it's such a risky thing doing interviews. I try to limit the amount of interviews that I do because no one is that interesting especially when you're not really saying anything. And I don't particularly want to be an character in society or whatever.
In terms of, like, interviews, I used to struggle a lot with interviews; I never knew what to say.
I listen a lot to Howard Stern. Not the show, the interviews. He has a separate podcast of just interviews. They're fantastic.
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