Tony DiTerlizzi Quotes

Even for practical purposes theory generally turns out the most important thing in the end.

As a leader, you have to have the ability to assimilate new information and understand that there might be a different view.

'How' is a great thing to know. 'Why' is the ultimate. I'm the 'why' coach. Why are we doing this? Why are we not doing that? Why is this not working? Those are the things I want to know.

An approximate answer to the right question is worth far more than a precise answer to the wrong one.

Problem solving is hunting. It is savage pleasure and we are born to it.

Ask the right questions if you're to find the right answers.

I have had my results for a long time: but I do not yet know how I am to arrive at them.

Focusing on the right question is very different from having the right answers.

I'm not a great student, so I don't know that I would have been a great detective. Part of my brain sort of works that way, like wanting to figure out puzzles and figure out what happened and why people do the things they do and who they are and how it happened.

With all the problems we are having, I won't be afraid to tell leadership, 'You need to explain to me why I should follow you anywhere.'

If you want people to take action, you must refrain from giving them the answers.

Passion provides purpose, but data drives decisions.

You can't just shoot your way out of every scenario in 'Resident Evil' games. You have to use your intelligence.

I need something, Wax. A place to look. You always did the thinking.” “Yes, having a brain helps with that, surprisingly.

You only need one good reason to commit to an idea, not four hundred. But if you have four hundred reasons to say yes and one reason to say no, the answer is probably no.

That's all managing is: just coming up with the right questions and getting the right answers.

Reasons come first. Answers come second

I pretty much know that directing means that you have to answer about a thousand questions every day and you have to answer them quick.

Our need will be the real creator.

We do not need, and indeed never will have, all the answers before we act ... It is often through taking action that we can discover some of them.

What intrigues us as a problem, and what will satisfy us as a solution, will depend upon the line we draw between what is already clear and what needs to be clarified.

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

"Edward, Edward," he said with a patronising smile, "there are no unanswered questions of any relevance. Every question that we need to ask has been answered fully. If you can't find the correct answer then you are obviously asking the wrong question."

I think of how and why and what happened and the thoughts come easily, but the answers don't.

Look for the second right answer.