Ed Woodward Quotes

Neither you nor I nor Einstein nor the Supreme Court of the United States is brilliant enough to reach an intelligent decision on any problem without first getting the facts

Certainly any president - Democrat, Republican, liberal, conservative - should keep an open mind until they get the briefing.

Experts often possess more data than judgment.

Decisions should be based on facts, objectively considered.

You should have a fund of knowledge of something and out of that you make up you mind.

But the issue became, how long do you keep the press waiting so that you can gather more information?

When you show people good information, they make good decisions.

By honest I don't mean that you only tell what's true. But you make clear the entire situation. You make clear all the information that is required for somebody else who is intelligent to make up their mind.

How do I decide what's most important for me to do when I come in in the morning? That's easy. I read the Washington Post.

If you get all the facts, your judgment can be right. If you don't get all the facts, it can't be right.

To govern well, one must see things as they are.

Go with the science!.

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

I don't believe that you can make decisions on anything without having all of the details.

I can't ever remember being struck by lightning when making a big decision. It's always about taking in more and more data points and making tack adjustments as you figure it out. I call customers, suppliers, industry analysts and try to get as much information as possible.

Most great leaders in history that I've studied always need to get as wide a range of opinions as possible so that they can have sufficient information to make the right decisions.

I want to be an independent and responsible voice for Arizonans, and it would be unwise to endorse a specific approach before the costs and benefits of these options can be evaluated.

We must get all the facts on the table, and then determine where we go.

You must build public policies on reason, on facts.

But what I would say to my successor is that it is important not just to shoot but to aim. And it is important, in this seat, to make sure that you're making your best judgments based on data, intelligence, the information that's coming from your commanders and folks on the ground and you're not being swayed by politics.

We have to know before we can act.

It amazes me how people are often more willing to act based on little or no data than to use data that is a challenge to assemble.

In short, we accumulate all the information that we can accumulate, wherever that information comes from, and try to analyze it and make the best decision we can make for our football team on a case-by-case basis. It's the same for every single player; the process is the same.

You have to be willing to have the decision-making follow the data.

Generally you should act somewhere between P40 and P70, as I call it. Sometime after you have obtained 40 percent of all the information you are liable to get, start thinking in terms of making a decision. When you have about 70 percent of all the information, you probably ought to decide, because you may lose an opportunity in losing time.