Decisions Made In Haste Quotes

We live in a world that assumes that the quality of a decision is directly related to the time and effort that went into making it...We believe that we are always better off gathering as much information as possible an depending as much time as possible in deliberation. We really only trust conscious decision making. But there are moments, particularly in times of stress, when haste does not make waste, when our snap judgments and first impressions can offer a much better means of making sense of the world. The first task of Blink is to convince you of a simple fact: decisions made very quickly can be every bit as good as decisions made cautiously and deliberately.

it made our workforce smarter. When you give low-level employees access to information that is generally reserved for high-level executives, they get more done on their own. They work faster without stopping to ask for information and approval. They make better decisions without needing input from the top.

Am I making myself clear, Orrin? I don't regret how I've lived these past few years. I move where I will. I set no appointments. I guard no borders. What landbound king has the freedom of a ship's captain? The Sea of Brass provides. When I need haste, it gives me winds. When I need gold, it gives me galleons." Thieves prosper, thought Locke. The rich remember. He made his decision, and gripped the rail to avoid shaking. "Only gods-damned fools die for lines drawn on maps," said Zamira. "But nobody can draw lines around my ship. If they try, all I need to do to slip away is set more sail.

Decisions made in haste are repented at leisure.

The lesson was that in walking, the authentic sign of assurance is a good slowness. What I mean is a sort of slowness that isn’t exactly the opposite of speed. In the first place it’s the extreme regularity of paces, a uniformity. Here one might almost say that a good walker glides, or perhaps that his legs rotate, describing circles. A bad walker may sometimes go fast, accelerate, then slow down. His movements are jerky, his legs form clumsy angles. His speed will be made of sudden accelerations, followed by heavy breathing. Large voluntary movements, a new decision every time the body is pushed or pulled, a red perspiring face. Slowness really is the opposite of haste.

Anita Sundström hoped she wasn’t making a ghastly mistake. A decision made in haste to be repented at leisure. Well, over the next two weeks. She stood nervously on the single platform of the small station in Simrishamn. The end of the line from Malmö. The day had turned out bright and warm after the previous night’s heavy rain, though she found herself shivering slightly as she looked down the deserted track while she waited for his train. She knew he was on it as he had texted ahead. She glanced across to the red-brick police station. Windows were open to let in much-needed air. Police life would be going on as usual. It reminded her that it was good to be on holiday. Her month-long summer leave had begun three days ago. When the weather was like this, it was good to get out of the city and escape to the countryside and coast of her beloved Österlen. She

I CONSIDERED going into town for breakfast the next morning, instead settling for Raisin Bran and an apple before returning to my garden project. If I was going to be an adult, I figured being a responsible one was probably my best course of action. I tracked down a pair of gloves in the shed out back and was on my way to the front garden when I changed my trajectory and headed to the previous evening’s party spot. It took me a few minutes, but when I arrived I wasn’t surprised to find garbage and empty beer cans strewn about, discarded in haste when the teenagers made a run for it after my threat. For the record, I didn’t follow through on it. Now I was reconsidering my decision. I made a disgusted sound in the back of my throat and briefly considered leaving the mess – or calling Chief Terry to find out who Andy was so I could call his parents – before returning to the lighthouse to retrieve a garbage bag.

Decisions made in haste are always subject to the ever changing tides of fortune.

The more you actively farm for dissent, and the more you encourage a culture of expressing disagreement openly, the better the decisions that will be made in your company.

We live in a world that assumes that the quality of a decision is directly related to the time and effort that went into making it. When doctors are faced with a difficult diagnosis, they order more tests, and when we are uncertain about what we hear, we ask for a second opinion. And what do we tell our children? Haste makes waste. Look before you leap. Stop and think. Don’t judge a book by its cover. We believe that we are always better off gathering as much information as possible and spending as much time as possible in deliberation. We really only trust conscious decision making. But there are moments, particularly in times of stress, when haste does not make waste, when our snap judgments and first impressions can offer a much better means of making sense of the world. The first task of Blink is to convince you of a simple fact: decisions made very quickly can be every bit as good as decisions made cautiously and deliberately.

If you give employees more freedom instead of developing processes to prevent them from exercising their own judgment, they will make better decisions and it’s easier to hold them accountable. This also makes for a happier, more motivated workforce as well as a more nimble company. But to develop a foundation that enables this level of freedom you need to first increase two other elements: + Build up talent density. At most companies, policies and control processes are put in place to deal with employees who exhibit sloppy, unprofessional, or irresponsible behavior. But if you avoid or move out these people, you don’t need the rules. If you build an organization made up of high performers, you can eliminate most controls. The denser the talent, the greater the freedom you can offer. + Increase candor. Talented employees have an enormous amount to learn from one another. But the normal polite human protocols often prevent employees from providing the feedback necessary to take performance to another level. When talented staff members get into the feedback habit, they all get better at what they do while becoming implicitly accountable to one another, further reducing the need for traditional controls.

My goal was to make employees feel like owners and, in turn, to increase the amount of responsibility they took for the company’s success. However, opening company secrets to employees had another outcome: it made our workforce smarter. When you give low-level employees access to information that is generally reserved for high-level executives, they get more done on their own. They work faster without stopping to ask for information and approval. They make better decisions without needing input from the top.

Organizations are constructed a bit like computer programs. When a company is tightly coupled, big decisions get made by the big boss and pushed down to the departments, often creating interdependencies between the various areas of the business. If a problem occurs at the departmental level, it has to go back to the boss who oversees all of the departments. Meanwhile, in a loosely coupled company, an individual manager or employee is free to make decisions or solve problems, safe in the knowledge that the consequences will not ricochet through other departments.

If the leaders up and down your company have traditionally led with control, a tightly coupled system may have come about naturally. If you are managing a department (or a team within a department) in a tightly coupled system and you decide you’d like to begin to lead your people with context, you may find that the tight coupling gets in your way. Since all the important decisions get made at the top, you might wish to give your employees decision-making power, but you can’t, because anything important has to be approved not just by you but by your boss and by her boss.

If loose coupling is to work effectively, with big decisions made at the individual level, then the boss and the employees must be in lockstep agreement on their destination. Loose coupling works only if there is a clear, shared context between the boss and the team. That alignment of context drives employees to make decisions that support the mission and strategy of the overall organization. This is why the mantra at Netflix is HIGHLY ALIGNED, LOOSELY COUPLED

In every life story, including our own, decisions are made in haste that determine the course of eternity.

she also is fully aware that decisions made in haste must be lived with for a time to really ensure that they are the right course.

Again and again, governments have made world-shaking decisions based upon misinformation. The fallibility of giant state information-gathering machines bewilders historians, and all nations have regularly suffered from its consequences. Every sensible national leader listens to their intelligence chiefs, but none make critical judgements solely on the basis of their claims.