Uncertainty Management Quotes

Risk comes from not knowing what you're doing.

The future is unknowable, but the past may give us hope.

My opinion is that the Northern States will manage somehow to muddle through.

The sum total of all my stop-starts have made me less concerned about the future. I'm just aware now that I'll always land on my feet somehow.

Up until I was a junior at Georgia, I felt that when all was said and done, I'd at least have a college degree to fall back on when tennis was finished.

It's very useful when politicians have doubts because there are so many choices to be made in the world.

Entrepreneurs don't believe the future is predictable - but they do believe that they can create the future themselves.

Deciding under uncertainty is bad enough, but deciding under an illusion of certainty is catastrophic.

Anything can happen, so you have to control your attitude and stay strong.

You can believe the diagnosis, not the prognosis.

Take a shot of vodka and hope for the best.

A plan is only a scenario, and almost by definition, it is optimistic... As a result, scenario planning can lead to a serious underestimate of the risk of failure.

In order to be in control, you have to have a definite plan for at least a reasonable period of time. So how, may I ask, can man be in control if he can't even draw up a plan for a ridiculously short period of time, say, a thousand years, and is, moreover, unable to ensure his own safety for even the next day?

Do the math. Expect catastrophes. Whatever happens, stay the course.

The bad player is the one who tries to calculate and play with the odds, as if his game, his life, were one of a large number of games. To do so is at best to succumb to another necessity, the necessity of large numbers. The good player does not fool himself, and accepts that there is exactly one chance, which produces by chance the necessity and even the purpose that he experiences.

Statistics may be defined as "a body of methods for making wise decisions in the face of uncertainty.

Our job is not to predict the future. Rather, it's to suggest all the possible futures - so that society can make informed decisions about where we want to go.

I just take it a season at a time because I know in football, things can change so quickly.

With uncertainty in one scale, courage and self-confidence should be thrown into the other to correct the balance. The greater they are, the greater the margin that can be left for accidents.

As an intelligence analyst you have to tell the president what you know, what you think you know and what you don’t know.

Worry is a way to pretend that you have knowledge or control over what you don't--and it surprises me, even in myself, how much we prefer ugly scenarios to the pure unknown.

I do believe it is important to be future-ready with a portfolio to be able to deal with however the market evolves. This is better than just forecasting accurately but in having the weapons ready to deal with the uncertainties.

I like to take things one step at a time, because the entertainment industry is very uncertain.

Societies' abilities to cope with the unknown depend on the flexibility of their institutions and individuals, and on their capacity to experiment freely with alternative forms of adaptation to the risks which threaten them.

I'm sad to report that in the past few years, ever since uncertainty became our insistent 21st century companion, leadership has taken a great leap backwards to the familiar territory of command and control.