Sigmund Freud Quotes

To make a good decision, you actually need to think about it, the contours and the consequences.

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.

Every decision you make in life, not just on the sporting field - a lot of time and energy goes into it. You think things through before you make decisions and you always think the decision you make at the time is going to be the right one.

Those who are close to me know that I am a person who likes to analyse everything before making a decision.

Always find different ways to accomplish the mission. Then run a counter-analysis and list the advantages and disadvantages. When you have done that, you are ready to make a decision.

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.

When you're having trouble making a decision you're making it too soon.

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

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.

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

People who are great at making decisions in the face of uncertainty have great judgment.

You have to make your decision based on the content.

Intelligence is to provide the facts to us. The facts will usually take you to the truth. And then, when we get the truth, we have got to make the decisions and do what's best for this country.

When "Why not do it?" barely outweighs "Why do it?" — don't do it.

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

It's not like you take the right turning and you get everlasting happiness and you take the wrong one and your life's a disaster. In real life it's often impossible to tell which decision is the one you should make because what you stand to gain and what you stand to lose are sometimes-often-neck and neck.

When you're put in a position where you're having to decide, Is this a good decision? Is this the right decision for everybody involved? - it makes me feel a little unsteady, unsure.

So when somebody asks me to make a decision about a situation, I don't offer a solution, I ask a question: What are our options? Give me the good, give me the bad, give me the pretty, give me the ugly, give me the impossible, give me the possible, give me the convenient, give me the inconvenient. Give me the options. All I want are options. And once I have all the options before me, then I comfortably and confidently make my decision.

Whenever I think about an issue, I always argue the opposite side of it. So, when I ultimately decide on a course of action, I've already been through all the conceivable scenarios, and I'm going to go for it.

What do you look at while you’re making up your mind? Ours is not a reflective culture, we do no raise our eyes up to the hills. Most of the time we decide the critical things while looking at the linoleum floor of an institutional corridor, or whispering hurriedly in a waiting room with a television blatting nonsense.

Nothing indicates the soundness of a man's judgment so much as knowing how to choose between two disadvantages.

Life is just an endless chain of judgements. . . . The more imperfect our judgement, the less perfect our success.

Never make a big decision without sleeping on it.

If you think of people as making decisions actively, every time we think about the cup of coffee, we say, "How much will I enjoy the cup of coffee, what else could I not do in the future because I buy this cup of coffee?

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