Decision Analysis Quotes

What you decide not to do is probably more important that what you decide to do.

Deciding what not to do is as important as deciding what to do.

If decisions were a choice between alternatives, decisions would come easy. Decision is the selection and formulation of alternatives.

The 1st question the effective decision-maker asks is: 'Is this a generic situation or an exception?'

When making a decision of minor importance, I have always found it advantageous to consider all the pros and cons.

Checking the results of a decision against its expectations shows executives what their strengths are, where they need to improve, and where they lack knowledge or information.

When there aren't any smart decisions, I suppose you just have to pick the stupid decision you like best.

For every leader in the company, not just for me, there are decisions that can be made by analysis. These are the best kinds of decisions!

The only way to make the right decision is to find out which is the wrong decision, to examine that other path without fear, and only then decide.

Anytime you're trying to set a course, there's gonna be decisions made, and you have to weigh all options, and then in the end you come up with the best course.

It is better to pick the wrong priority than none at all.

I'm a very good decision maker because I have core set of principles and so I can make decisions. Decisions can be very hard and you have to wrestle with them, but I'm able to get all the data on the table and figure out what would be the best decision because decisions mean ill for some people and mean positives for others.

Will what I am about to do, bring me closer to, or take me further from my goals?

You cannot manage a decision you haven't made.

The most common source of mistakes in management decisions is the emphasis on finding the right answer rather than the right question.

Ignore them. They don't know what it is to make a difficult decision." "You wouldn't have done it, I bet." "That is only because I have been taught to be cautious when I don't know all the information, and you have been taught that risks can produce great rewards.

Hindsight is, of course, 20/20. Any time you go back, and you look at something, and now you've got the result of something, you say, 'Yeah, maybe it wasn't the right idea.'

In life, you have to weigh everything up, even when they are just decisions about your career.

If you sat with a pencil and jotted down all the decisions you've taken in the past week, or, if you could, over your lifetime, you would realize that almost all of them have had asymmetric payoff, with one side carrying a larger consequence than the other. You decide principally based on fragility, not probability. Or to rephrase, You decide principally based on fragility, not so much on True/False.

You always, I think, debate with yourself about whether or not you made the right decision. And you have to then give the person that you’re working for - in my instance, the president - your best judgment based on your understanding of the facts, but also the calculus you use to make a determination about what’s the best way to go forward.

I never ponder counterfactuals.

There are a lot of tactical decisions that, if I could have done them over, I would have.

I always ask myself if a decision is in the team's best interest.

Regrets are about decisions that you know you should have done different.

I'm really interested in people's decisions.