“Quick decision makers are often stuck behind annoying people in line at Starbucks.”

—  Ellen DeGeneres

Source: Seriously... I'm Kidding

Last update June 3, 2021. History

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Ellen DeGeneres photo
Ellen DeGeneres 93
American stand-up comedian, television host, and actress 1958

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“If we accept values as given and consistent, if we postulate an objective description of the world as it really is, and if we assume that the decision maker's computational powers are unlimited, then two important consequences follow. First, we do not need to distinguish between the real world and the decision maker's perception of it: he or she perceives the world as it really is. Second, we can predict the choices that will be made by a rational decision maker entirely from our knowledge of the real world and without a knowledge of the decision maker's perceptions or modes of calculation. (We do, of course, have to know his or her utility function.)
If, on the other hand, we accept the proposition that both the knowledge and the computational power of the decision maker are severely limited, then we must distinguish between the real world and the actor's perception of it and reasoning about it. That is to say, we must construct a theory (and test it empirically) of the processes of decision. Our theory must include not only the reasoning processes but also the processes that generate the actor's subjective representation of the decision problem, his or her frame.”

Herbert A. Simon (1916–2001) American political scientist, economist, sociologist, and psychologist

H.A. Simon (1986), " Rationality in psychology and economics http://www.kgt.bme.hu/targyak/msc/ng/BMEGT30MN40/data/JoBus-86-rationality-HSimon.pdf," Journal of Business, p. 210-11”
1980s and later

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Can you figure out what you believe, as if you were an owner?
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These elements are not a function of your formal position in an organization. They are not a function of title, power, or wealth, although these factors can certainly be helpful in enabling you to act like an owner. These elements are about what you do. They are about taking ownership of your convictions, actions, and impact on others. In my experience, great organizations are made up of executives who focus specifically on these elements and work to empower their employees to think and act in this way.
Source: What You're Really Meant To Do, 2013, p. 22-23

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