Best 4226 quotes in «decision quotes» category

I'm still making my decision in the next few days on what path I'm going to take. What really makes me excited now is to continue to give back to the sport.

I'm still trying to figure out exactly what President Trump represents in American politics. But, if nothing else, he represents a way for tens of millions of people who were desperate for change to just turn the table over and say, we want to start over again. But it is a challenge for our democracy. It definitely is. But, again, the remedy has to be devoting enough attention to restoring the way we make collective decisions in this country.

I'm the glue that keeps it all together. I'm the nucleus of an entertainment family. My day-to-day is making decisions to keep life above water.

I'm trying to feel terrified and alone. And regret every decision I've ever made, drenched in a cold sweat. It's called going to sleep. Maybe you've heard of it.

I'm trying to have no regrets. I'm starting to learn about myself and how to live. As an actor, part of the job is accepting your life and learning how to roll with it. I want to live a life where I don't regret any decisions, and if I do, I learn from them.

I'm two decisions away from putting up drywall for a living. I am, and there's nothing wrong with that, but whatever I got, it's through the grace of God, and I've got to use it right.

I'm very aware that we make these decisions toward love or hate every day. I certainly don't have the stamina to live through each day making only the noblest decisions.

I must remind the right honourable gentleman that a monologue is not a decision.

I'm very thoughtful, and when I make a decision I usually stick to it.

In 1977, when I started my first job at the Federal Reserve Board as a staff economist in the Division of International Finance, it was an article of faith in central banking that secrecy about monetary policy decisions was the best policy: Central banks, as a rule, did not discuss these decisions, let alone their future policy intentions.

In 1997, I, along with 200 other young ophthalmologists formed the National Board of Ophthalmology to protest the American Board of Ophthalmology's decision to grandfather in the older ophthalmologists and not require them to recertify.

Inability to make decisions is one of the principal reasons executives fail.

In a company where tech decisions were still ultracentralized, the repercussions of a distracted CEO had to be damaging.

In 2006, the Blockbuster board got together and said, ‘Do you know anyone using Netflix.’ …Look how that worked out. That is what happens when you put ten 80-year-old guys in a room…Be on record. Be on the right side of history. You don’t want to be the person that supported the Blockbuster decision.

Inability to make decisions is one of the principal reasons executives fail. Deficiency in decision-making ranks much higher than lack of specific knowledge or technical know-how as an indicator of leadership failure.

In a company, hundreds of decisions get made, but objectives and goals are thin.

In a game, there are so many different variables that are thrown at you - the defense, where your teammates are, how fast your body's moving, and you have to be in control of all those decisions.

In a democracy, every ordinary citizen is effectively a king--but a king in a constitutional democracy, a monarch who decides only formally, whose function is merely to sign off on measures proposed by an executive administration. This is why the problem with democratic rituals is homologous to the great problem of constitutional monarchy: how to protect the dignity of the king? How to maintain the appearance that the king effectively makes decisions, when we all know this not to be true?

In all situations where bad design decisions were made, people lacked some information that would have helped them make the right decision.

In all the difficult decisions that I made through the course of running Loudcloud and Opsware, I never once felt brave. In fact, I often felt scared to death. I never lost those feelings, but after much practice, I learned to ignore them. That learning process might also be called the courage development process.

In a landmark decision, the Supreme Court ruled President Obama's healthcare mandate is constitutional. This is a major victory for President Obama, who spent three years promoting it, and a major setback for Mitt Romney, who spent three years creating it.

In a lot of ways, it was a huge relief, not being a member of a troupe, being able to make your own decisions and kind of live your own life.

In an interview, last year in the journal Biotechnology Healthcare, Dr. Berwick said, “The decision is not whether or not we will ration care — the decision is whether we will ration with our eyes open.

In a peer network, no one is officially in charge. It doesn't have a command hierarchy. It doesn't have a boss. So, all the decisions are somehow made collectively. The control of the system is in the hands of everyone who is a part of it.

In any decision situation, the amount of relevant information available is inversely proportional to the importance of the decision.

[In a republic,] it is not the people themselves who make the decisions, but the people they themselves choose to stand in their places.

In any institution-factory, university, health center, or whatever-there are a variety of interests that ought to be represented in decision-making: the work force itself, the community in which it is located, users of its products or services, institutions that compete for the same resources. These interests should be directly represented in democratic structures that displace and eliminate private ownership of the means of production or resources, an anachronism with no legitimacy.

In any match, there are few critical moments where there's no second best decision. The rest of the moves are intuitive.

In a society where all are related, simple decisions require the approval of nearly everyone in that society. It is society as a whole, not merely a part of it, that must survive. This is the indigenous understanding. It is the understanding in a global sense. We are all indigenous people on this planet, and we have to reorganize to get along.

In arriving at a decision in a question of doubt, the apostles in the Acts were guided solely by their sense of the Spirit behind the action, not by any speculations as to consequences which might ensue. And so they found the truth.

In a surprising unanimous ruling, the Supreme Court ruled the police cannot search what is on your phone without a warrant. Court observers said a unanimous decision from this court was slightly less likely than Scalia winning the annual Supreme Court wet robe contest.

In a way an umpire is like a woman. He makes quick decisions, never reverses them, and doesn't think you're safe when you're out.

In a world in which technology is changing at such a fast pace, where demand conditions change very fast, we need to look at a more innovative mechanism to cut down on this rigmarole of many tiers of decision-making processes.

In a way, I have to have a dictatorship. I can't be told that I'm wrong. That conflicts with what I was saying earlier about listening. It isn't to do with receiving criticism and responding to other views, it's who has that last decision.

In beef trade issues, we base our decisions upon science.

In case of doubt, decide in favor of what is correct.

Increasingly, the balance between living in the world and not being of the world is becoming more delicate. Publications, radio, television, and the Internet have surrounded us with worldliness. . . . We are fortunate to have been blessed with a special power to direct us in making important decisions between right and wrong.

Indecision is a major time waster; 80% of decisions should be made the first time they come up

Increasing inequality in income distribution in this country has broader policy implications, and there is also the growing problem of perverse incentives that result from executives receiving grossly disproportionate compensation based on decisions they themselves take.

Indecision is debilitating; it feeds upon itself; it is, one might almost say, habit-forming. Not only that, but it is contagious; it transmits itself to others.

Indecision is fatal. It is better to make a wrong decision than build up a habit of indecision. If you're wallowing in indecision, you certainty can't act - and action is the basis of success

In decision after decision on the bench, Judge [Samuel] Alito has excused abusive actions by the authorities that intrude on the personal privacy and freedoms of average Americans.

Indecision is the seedling of fear.

Indecision is a decision.

Indecision is debilitating; it feeds upon itself; it is, one might almost say, habit-forming. Not only that, but it is contagious; it transmits itself to others. . . . Business is dependent upon action. It cannot go forward by hesitation. Those in executive positions must fortify themselves with facts and accept responsibility for decisions based upon them. Often greater risk is involved in postponement than in making a wrong decision.

Indian economy is suffering from policy paralysis and lack of optimism. I am confident that with right kind of decisions, we can once again generate hope and confidence and turnaround our economy.

Indecision is actually the individual’s decision to fail.

Indian president does not determine policy. Here President is not the policy maker. In the name of the president, the cabinet takes the policy decision.

In each action we must look beyond the action at our past, present, and future state, and at others whom it affects, and see the relations of all those things. And then we shall be very cautious.

In diplomacy, as in life itself, one often learns more from failures than from successes. Triumphs will seem, in retrospect, to be foreordained, a series of brilliant actions and decisions that may in fact have been lucky or inadvertent, whereas failures illuminate paths and pitfalls to be avoided.