Quotes about decision-making

A collection of quotes on the topic of decision, decision-making, making, process.

Quotes about decision-making

“The rationale for springing out our bed each morning is a sense of purpose. Purpose is the compass that guides us through the decision-making process and aids in the development of our behavior and actions. Lacking a sense of purpose is the equivalent of a feather thrown into a gusty wind.”

Gandolfo – (RJ Intindola)

1988

Spring, Decision, Sense, Behavior

“Don't confuse poor decision making with destiny. Own your mistakes. It's OK; we all make them. Learn from them so they can empower you!”

Steve Maraboli (1975)

Source: Life, the Truth, and Being Free (2010), p. 144

Decision, Learning

“Some people will enter your journey and alter a future destination. Deliberative decision-making is essential when changing course; either temporarily or permanently. Always maintain the focus on your vision.”

Gandolfo – (RJ Intindola)

2007

Future, People, Decision, Making love

“As we begin to plan for a new human society, we need to foster common values about clean air, water, and other elements of self-sustenance. These, along with a complete inventory of Earth's resources, will form the basis for a holistic approach to cybernated decision-making.”

Jacque Fresco (1916–2017) American futurist and self-described social engineer

Source: The Best That Money Can't Buy: Beyond Politics, Poverty, & War (2002), p. 54.

Decision, Water

“We said from the start that it was going to be important for us to be consistent in saying to people if you can have your — if you want to keep the health insurance you got, you can keep it, that you're not going to have anybody getting in between you and your doctor in your decision making. And I think that some of the provisions that got snuck in might have violated that pledge.”

Barack Obama (1961) 44th President of the United States of America

Meeting with House Republicans, (January 2010) http://freerepublic.com/focus/f-news/2440324/posts 2010

People, Health, Thinking, Decision

“"If only I had more money" is the easiest way to postpone the intense self-examination and decision-making necessary to create a life of enjoyment - now and not later.”

Timothy Ferriss book The 4-Hour Workweek

The 4-Hour Workweek (2007)

Life, Money, Way, Decision

“One, who vacillates between you and another person, cannot make a decision; therefore, this places the decision-making process in your hands. Never linger in the forbidden place of torment and sorrow. Someone, you do not know and have never seen is waiting for you.”

Gandolfo – (RJ Intindola)

1980

Personality, Waiting, Decision

“Any situation in which some men prevent others from engaging in the process of inquiry is one of violence;… to alienate humans from their own decision making is to change them into objects.”

Paulo Freire (1921–1997) educator and philosopher

Men, Decision, Change

“understanding the true nature of instinctive decision making requires us to be forgiving of those people trapped in circumstances where good judgment is imperiled.”

Malcolm Gladwell book Blink

Source: Blink: The Power of Thinking Without Thinking

People, Forgiveness, Understanding, Nature

“Anyone who says that women do not have influence in men's decisions makes a vast and stupid mistake.”

Lisa See book Snow Flower and the Secret Fan

Source: Snow Flower and the Secret Fan

Women, Men, Stupidity, Decision

“All broken hearts are circumstantial. Every lovelorn jerk is the victim of bad timing, good intentions, and someone else’s poor decision making.”

Joshua Ferris Then We Came to the End

Source: Then We Came to the End

Jerk, Decision, Time, Heart

“Truly successful decision-making relies on a balance between deliberate and instinctive thinking.”

Malcolm Gladwell (1963) journalist and science writer

Thinking, Decision, Success

“My job is a decision-making job, and as a result, I make a lot of decisions.”

George W. Bush (1946) 43rd President of the United States

Decision

“The key to good decision making is not knowledge. It is understanding. We are swimming in the former. We are desperately lacking in the latter.”

Malcolm Gladwell book Blink

Source: Blink: The Power of Thinking Without Thinking

Understanding, Knowledge, Decision

“You have to start with the truth. The truth is the only way that we can get anywhere. Because any decision-making that is based upon lies or ignorance can't lead to a good conclusion.”

Julian Assange (1971) Australian editor, activist, publisher and journalist

[Julian Assange, monk of the online age who thrives on intellectual battle, The Guardian, 2010-08-01, 2010-08-01, http://www.guardian.co.uk/media/2010/aug/01/julian-assange-wikileaks-afghanistan]

Truth, Way, Decision

“While we can doubtless look to some wide changes in the shapes of social relationships as a result of contemporary libertarian movements, and especially to an increase in workers' involvement in decision-making at the place of work and in the development of forms of democracy more direct and more sensitive to modern conditions, it is unlikely that the general outcome will be the wholly non-governmental society of which libertarians now and in the past have dreamed. The value of anarchism is likely to remain primarily in its force as an inspiring idea, an activating vision…”

George Woodcock (1912–1995) Canadian writer of political biography and history, an anarchist thinker, an essayist and literary critic

Postscript (July 1973)
Anarchism : A History of Libertarian Ideas and Movements (1962)

Dreams, Democracy, Idea, Decision

“The effects of subunit power on organizational decision making and the bases of subunit power are examined in a large midwestern state university. It is hypothesized that subunits acquire power to the extent that they provide resources critical to the organization and that power affects resource allocations within organizations in so far as the resource is critical to the subunits and scarce within the organization. Departmental power is found to be most highly correlated with the department's ability to obtain outside grants and contracts, with national prestige and the relative size of the graduate program following closely in importance. Power is used most in the allocation of graduate university fellowships, the most critical and scarce resource, and is unrelated to the allocation of summer faculty fellowships, the least critical and scarce resource.”

Gerald R. Salancik (1943–1996) American organizational theorist

Gerald R. Salancik, and Jeffrey Pfeffer. "The bases and use of power in organizational decision making: The case of a university." Administrative Science Quarterly (1974): 453-473; p. 454; Abstract.

Decision, Universe, Summer

“[Hillary Clinton] was trying to encourage us to become more active in politics and she said, 'If you leave all the decision-making to others, you might not like what they do, and you will have no one but yourself to blame.' It was such a challenge to the women in the room. And it really hit me: She’s talking to me.”

Kirsten Gillibrand (1966) United States Senator from New York

Describing Hillary Clinton's influence on Gillibrand's entering politics

Women, Decision

“We in Zaire spent a lot of time building a strong central state which could resist Soviet aggression quickly and effectively. This enabled us to decisively make the uniform decisions that were necessary to fulfill our national defense obligations and our commitments to the United States.”

Mobutu Sésé Seko (1930–1997) President of Zaïre

George B. N. Ayittey, Africa in Chaos, p. 113

Decision, Strong, Time

“The function of knowledge in the decision-making process is to determine which consequences follow upon which of the alternative strategies. It is the task of knowledge to select from the whole class of possible consequences a more limited subclass, or even (ideally) a single set of consequences correlated with each strategy.”

Herbert A. Simon book Administrative Behavior

Source: 1940s-1950s, Administrative Behavior, 1947, p. 78.

Knowledge, Decision

“It is quite evident that the Soviet system today represents the exact opposite of almost everything that the left in the West is striving for - obsessive state secrecy rather than freedom of information, centralised bureaucratic control instead of devolved decision making and public accountability, total state power over the individual as opposed to inalienable civil liberties, authoritarian economic management rather than trade union freedom and industrial democracy, and a government-manipulated media instead of greater diversity and choice in news and information sources.”

Peter Tatchell (1952) British gay rights activist

Democratic Defence. London: GMP Publishers. p. 36. ISBN 0-946097-16-X.

Democracy, Decision, Freedom

“Economists can take a good deal of credit for the stabilization policies which have been followed in most Western countries since 1945 with considerable success. It is easy to generate a euphoric and self-congratulatory mood when one compares the twenty years after the first World War, 1919-39, with the twenty years after the second, 1945-65. The first twenty years were a total failure; the second twenty years, at least as far as economic policy is concerned, have been a modest success. We have not had any great depression; we have not had any serious financial collapse; and on the whole we have had much higher rates of development in most parts of the world than we had in the 1920’s and 1930’s, even though there are some conspicuous failures. Whether the unprecedented rates of economic growth of the last twenty years, for instance in Japan and Western Europe, can be attributed to economics, or whether they represent a combination of good luck in political decision making with the expanding impact of the natural and biological sciences on the economy, is something we might argue. I am inclined to attribute a good deal to good luck and non-economic forces, but not all of it, and even if economics only contributed 10 percent, this would amount to a very handsome rate of return indeed, considering the very small amount of resources we have really put into economics.”

Kenneth E. Boulding (1910–1993) British-American economist

Source: 1960s, The economics of knowledge and the knowledge of economics, 1966, p. 9

War, World, Failure, Mood

“God made Homo sapiens a problem-solving creature. The trouble is that He gave us too many resources: too many languages, too many phases of life, too many levels of complexity, too many ways to solve problems, too many contexts in which to solve them, and too many values to balance.
First came the law, accounting, and history which looks backward in time for their values and decision-making criteria, but their paradigm (casuistry) cannot look forward to predict future consequences. Casuistry is overly rigid and does not account for statistical phenomena. To look forward man used two thousand years to evolve scientific method - which can predict the future when it discovers the laws of nature. In parallel, man evolved engineering, and later, systems engineering, which also anticipates future conditions. It took man to the moon, but it often did, and does, a poor job of understanding social systems, and also often ignores the secondary effects of its artifacts on the environment.
Environmental impact analysis was promoted by governments to patch over the weakness of engineering - with modest success - and it does not ignore history; but by not integrating with system design, it is also an incomplete philosophy. System design and architecture, or simply design, like science and engineering is forward-looking, and provides man with comforts and conveniences - if someone will tell them what problems to solve, and which requirements to meet. It rarely collects wisdom from the backward-looking methodologies, often overlooks ordinary operating problems in designing its artifacts, whether autos or buildings, and often ignores the principles of good teamwork.”

Arthur D. Hall (1925–2006) American electrical engineer

Source: Metasystems Methodology, (1989), p.xi cited in Philip McShane (2004) Cantower VII http://www.philipmcshane.ca/cantower7.pdf

Life, Wisdom, God, Law

“What these tests tell employers about potential employees is hard to imagine, since the "right" answers should be obvious to anyone who has ever encountered the principle of hierarchy and subordination. Do I work well with others? You bet, but never to the point where I would hesitate to inform on them for the slightest infraction. Am I capable of independent decision making? Oh yes, but I know better than to let this capacity interfere with a slavish obedience to orders. At The Maids, a housecleaning service, I am given something called the "Accutrac personality test," which warns at the beginning that "Accutrac has multiple measures which detect attempts to distort or 'psych out' the questionnaire." Naturally, I "never" find it hard "to stop moods of self-pity," nor do I imagine that others are talking about me behind my back or believe that "management and employees will always be in conflict because they have totally different sets of goals."”

Barbara Ehrenreich (1941) American writer and journalist

The real function of these tests, I decide, is to convey information not to the employer but to the potential employee, and the information conveyed is always: You will have no secrets from us.
Source: Nickel and Dimed: On (Not) Getting by in America (2001), Ch. 2: Scrubbing in Maine (p. 59)

Secret, Imagination, Mood, Nature

“Well, moving swiftly sideways into cognitive neuroscience…In the past twenty years we’ve made huge strides, using imaging tools, direct brain interfaces, and software simulations. We’ve pretty much disproved the existence of free will, at least as philosophers thought they understood it. A lot of our decision-making mechanics are subconscious; we only become aware of our choices once we’ve begun to act on them. And a whole lot of other things that were once thought to correlate with free will turn out also to be mechanical. If we use transcranial magnetic stimulation to disrupt the right temporoparietal junction, we can suppress subjects’ ability to make moral judgements; we can induce mystical religious experiences: We can suppress voluntary movements, and the patients will report that they didn’t move because they didn’t want to move. The TMPJ finding is deeply significant in the philosophy of law, by the way: It strongly supports the theory that we are not actually free moral agents who make decisions—such as whether or not to break the law—of our own free will.
“In a nutshell, then, what I’m getting at is that the project of law, ever since the Code of Hammurabi—the entire idea that we can maintain social order by obtaining voluntary adherence to a code of permissible behaviour, under threat of retribution—is fundamentally misguided.” His eyes are alight; you can see him in the Cartesian lecture-theatre of your mind, pacing door-to-door as he addresses his audience. “If people don’t have free will or criminal intent in any meaningful sense, then how can they be held responsible for their actions? And if the requirements of managing a complex society mean the number of laws have exploded until nobody can keep track of them without an expert system, how can people be expected to comply with them?”

Charles Stross book Rule 34

Source: Rule 34 (2011), Chapter 26, “Liz: It’s Complicated” (pp. 286-287)

People, Law, Way, Idea

“But I felt it was important to put those kinds of decisions in the book. And I've got to tell you I really - I mean, I don't want to be cavalier about it but I've done what I've done and I, frankly, if people like what I did, great. And if they don't like what I did at least read the book. That's all I ask. And at least be open minded enough to figure out the decision making process. Why did I do what I did?”

George W. Bush (1946) 43rd President of the United States

2010s, 2011, Q&A with Former President George W. Bush (January 2011)

People, Books, Decision, Reading

“Interaction and decision making relies heavily on group processes.”

Rensis Likert (1903–1981) American statistician

Source: The Human Organization, 1967, p. 50

Decision

“Our society needs women to be more numerous in decision-making positions and in entrepreneurial areas. We always have to pass a twofold test: first to prove that, though women, we are no idiots, and second, the test anybody has to pass.”

Cristina Fernández de Kirchner (1953) Argentine politician and ex President of Argentina

Nota en Clarin 20/10/2005 http://www.clarin.com/diario/2005/10/20/elpais/p-01201.htm Unsourced, 2005

Women, Decision

“Around 1958, I became aware of H. A. Simon's seminal papers on bounded rationality and was immediately convinced by his arguments. I tried to construct a theory of boundedly rational multigoal decision making. Together with Heinz Sauermann, I worked out an "aspiration adaptation theory of the firm" which was published as a journal article in 1962… More and more I came to the conclusion that purely speculative approaches like that of our paper of 1962 are of limited value. The structure of boundedly rational economic behavior cannot be invented in the armchair, it must be explored experimentally.”

Reinhard Selten (1930–2016) German economist

"Reinhard Selten - Biographical," 1994

Behavior, Decision

“Democracy is a competitive political system in which competing leaders and organizations define the alternatives of public policy in such a way that the public can participate in the decision-making process.”

Elmer Eric Schattschneider (1892–1971) American political scientist

The Semisovereign People (1960)

Way, Democracy, Decision

“Heaven may not be a possible world when you take it in isolation by itself. It may be that the only way in which God could actualize a heaven of free creatures all worshiping Him and not falling into sin would be by having, so to speak, this run-up to it, this advance life during which there is a veil of decision-making in which some people choose for God and some people against God. Otherwise you don't know that heaven is an actualizable world. You have no way of knowing that possibility.”

William Lane Craig (1949) American Christian apologist and evangelist

[The Craig-Bradley Debate: Can a Loving God Send People to Hell?, 1994, http://www.leaderu.com/offices/billcraig/docs/craig-bradley0.html], quoted in [William Lane Craig vs. Ray Bradley (debate review), Luke, Muehlhauser, 2011-04-27, Common Sense Atheism, http://commonsenseatheism.com/?p=2523, 2011-10-21]

Life, God, People, World

“The report from the Justice Department presents two sets of immediate recommendations – for the Ferguson Police Department and the Municipal Court. These recommendations include the implementation of a robust system of true community policing; increased tracking, review and analysis of Ferguson Police Department stop, search, ticketing and arrest practices; increased civilian involvement in police decision-making; and the development of mechanisms to effectively respond to allegations of officer misconduct. They also involve changes to the municipal court system including modifications to bond amounts and detention procedures; an end to the use of arrest warrants as a means of collecting owed fines and fees; and compliance with due process requirements. Ensuring meaningful, sustainable and verifiable reform will require that these and other measures be part of a court-enforceable remedial process that includes involvement from community stakeholders as well as independent oversight in order to remedy the conduct we have identified, to address the underlying culture we have uncovered, and to restore and rebuild the trust that has been so badly eroded.”

Eric Holder (1951) 82nd Attorney General of the United States

2010s, Update on Investigations in Ferguson (2015)

Justice, Search, Communication, Decision

“In New Directions for Organization Theory, Jeffrey Pfeffer offers a comprehensive analysis and overview of the field of organization theory and its research literature. This work traces the evolution of organization studies, particularly its more recent history, and highlights the principle concepts and controversies characterizing the study of organizations. Pfeffer argues that the world of organizations has changed in several important ways, including the increasing externalization of employment and the growing use of contingent workers; the changing size distribution of organizations, with a larger proportion of smaller organizations; the increasing influence of external capital markets on organizational decision-making and a concomitant decrease in managerial autonomy; and increasing salary inequality within organizations in the US compared both to the past and to other industrialized nations. These changes and their public policy implications make it especially important to understand organizations as social entities. But Pfeffer questions whether the research literature of organization studies has either addressed these changes and their causes or made much of a contribution to the discussion of public policy…”

Jeffrey Pfeffer (1946) American academic

Book abstract.
New Directions for Organization Theory, 1997

World, Way, History, Literature

“Production systems which are technologically the most advanced are also the least adaptable and work to the longest time scale of decision making. These are the process industries (chemical plants, oil refineries and so on) in which vast resources are invested in the creation of a closely programmed and tightly controlled process which will continue to perform the same task over a very long period.”

Joan Woodward (1916–1971) British sociologist

Joan Woodward (1965, 1970), as cited in: Romiszowski, A. J. (2016). Designing Instructional Systems: Decision Making in Course Planning ..., p. 13

Decision, Time

“You need to understand that informed intuition, rather than analytical reason, is the most trustworthy decision-making tool to use.”

Geoffrey Moore book Crossing the Chasm

Source: Crossing the Chasm, 1991, p. 67

Understanding, Decision

“It is a mistake to let aesthetics drive your rational decision making.”

Cory Doctorow (1971) Canadian-British blogger, journalist, and science fiction author

"Pwned: How copyright turns us all into IP serfs", UNC iBiblio (22 February 2007) https://www.youtube.com/watch?v=NkBX-981_es

Decision

“An iniquitous social structure has produced an iniquitous power structure. Individuals and parties are not at fault. Political, social and economic monopolies exclude a large section of the masses from decision-making. To that extent they are undemocratic. So far teams of the ruling elite played and the rest were called to applaud. Now the onlookers are saying we also want to kick and net a goal, and we have our own team.”

V. P. Singh (1931–2008) Indian politician

On the changes occurring in the political structure of the country
We are ruled by an upper caste Hindu raj

Decision

“[Information processing is] the gathering, interpreting and synthesis of information in the context of organisational decision making.”

David A. Nadler (1948–2015) American organizational theorist

Source: "Information Processing as an Integrating Concept in Organizational Design." 1978, p. 614

Decision

“Basic ingredients of the decision-making focus include, then: (1) a process approach; (2) a conception of tensions as inherent in the process; and (3), a renewed concern with the role and workings of man's enlarged cortex seen as a complex adaptive subsystem operating within an interaction matrix characterized by uncertainty, conflict, and other dissociative (as well as associative) processes underlying the structuring and restructuring of the larger psychosocial system.”

Walter F. Buckley (1922–2006) American sociologist

Source: Sociology and modern systems theory (1967), p. 499.

Decision

“The fall of communism confirms century-old libertarian claims that equity and justice cannot be imposed by force, that interpreting "to each according to work" as "to each according to the marginal revenue product of one's labor" rationalizes privilege, and that central planning stifles workers' creative potentials. Clearly, enterprises whose inputs and outputs have been determined by a central planning procedure exclude workers and consumers from decision making, separate conceptual and manual tasks, and offer unequal consumption and work opportunities. For the Soviet, East German, Polish, Czechoslovakian, and Hungarian people to reject these injustices is encouraging. But it is dishonest to say this demonstrates that capitalism is optimal. It only bespeaks a lack of alternatives.”

Robin Hahnel (1946) American economist

Michael Albert and Robin Hahnel. The political economy of participatory economics. Princeton University Press, 1991. p. 3

People, Justice, Communication, Optimism

“They will watch his decision-making process.”

Phil Brown (footballer) (1959) English association football player and manager

18-Oct-2005, DCFC website
Poole will show the young goalkeepers.

Decision

“Included in the problems of systems engineering are those of complexity and of choice. Of all the available facts about a system or the needs for a system, which are of most significance for the present circumstances and for their probable future course? How much information is needed and how should it be used to make a satisfactory decision, considering the time and resources available and the purpose to which these data are to be applied? Since most of the means of understanding which we as individuals use, or which are used by the automatic decision-making processes which we employ, are serial processes, we are continually faced with choices of how to divide the jobs to be done and to select an order or an arrangement for systematically handling the abundance of data which are available.”

Harold Chestnut (1917–2001) American engineer

Source: Systems Engineering Tools, (1965), Systems Engineering Methods (1967), p. 1

Understanding, Problem, Decision, Time

“In a world in which training and functions of individuals and groups are growing more and more specialized the number of ways to accomplish any particular result increasing. Different design, different facilities, different equipment, different methods, and different organizational means are available to meet the needs of man. It is highly desirable that we have trained persons look at these varied possibilities to compare their effectiveness, and to point the way to sound engineering decisions. Systems Engineering Methods is directed towards the development of a broad systems engineering approach to help such people improve their decision-making capability. Although the emphasis is on engineering, the systems approach can also has validity for many other areas in which emphasis may be social, economic, or political.”

Harold Chestnut (1917–2001) American engineer

Source: Systems Engineering Tools, (1965), Systems Engineering Methods (1967), p. vii

People, World, Way, Decision

“No plea about inadequacy of our understanding of the decision-making processes can excuse us from estimating decision making criteria. To omit a decision point is to deny its presence – a mistake of far greater magnitude than any errors in our best estimate of the process.”

Jay Wright Forrester (1918–2016) American operations researcher

Forester (2000) "Perspectives on the modelling process" in: Modeling for Learning Organizations. John Douglas William Morecroft, ‎John Sterman eds. 2000. p. 66

Error, Understanding, Decision

“Since I shall be indicating my disagreement with some of the points made by Professor Israel Kirzner, let me stress that I am in complete sympathy with his point of departure, namely, the emphasis on the dispersion of information among economic decision-making units (called by him, "Hayek's knowledge problem") and the consequent problem of transmission of information among those units.
Much of my own research work since the 1950s has been focused on issues in welfare economics viewed from an informational perspective. The ideas of Hayek (whose classes at the London School of Economics I attended during the academic year 1938-39) have played a major role in influencing my thinking and have been so acknowledged.”

Leonid Hurwicz (1917–2008) Russian-American economist and mathematician

Leonid Hurwicz, in "Economic Planning and the Knowledge Problem" : A Comment" in Cato Journal Vol. 4, (Fall 1984), p. 419

School, Idea, Departure, Knowledge

“It is an assumption brought forth countless of times in various contexts that the world would be better, drifting slower towards the ruin, if women had the "power"; if political leadership, decision making, government and economic life was in the hands of women. I think reality, the observation material, supports the assumption.”

Pentti Linkola (1932) Finnish ecologist

Women As The Protectors Of Life II (1996)

Life, Women, World, Support

“The entrepreneurial role appears to call for decision-making under uncertainty.”

David C. McClelland (1917–1998) American psychological theorist

Source: The Archiving Society, 1961, p. 210

Decision, Appearance

“Linking the basic parts are communication, balance or system parts maintained in harmonious relationship with each other and decision making. The system theory include both man-machine and interpersonal relationships. Goals, man, machine, method, and process are woven together into a dynamic unity which reacts…”

George R. Terry (1909–1979)

Source: Principles of Management, 1960, p. 284 (6th ed. 1971)

Communication, Decision, Parting

“A new view of the role of art and science in cartography is clearly needed. It is probably a mistake to view maps as objects that contain varied amounts of scientific or artistic content for which we must determine an appropriate balance (as both Keates, 1984, and Robinson, 1952, seem to, with Keates arguing for more art and Robinson for more science). Instead, it makes more sense to consider complementary artistic and scientific approaches to studying and improving maps, both of which can be applied to any given cartographic problem. The artistic approach is intuitive and holistic, achieving improvements through experience supplemented by critical examination (where critical examination implies expert appraisal of the results of our cartographic decision-making efforts). It draws on science in using perspective, understanding of human vision, color theory, and so on.”

Alan MacEachren (1952) American geographer

Source: How Maps Work: Representation, Visualization, and Design (1995), p. 9

Art, Color, Understanding, Problem

“The UN has been a very powerful vehicle for human unity and it is so important that the United States works to assure that the United Nations is effective. Unfortunately, our nation in recent years has attempted to undermine the role of the United Nations and the Security Council in international decision-making. The war in Iraq was a glaring example of the destructive path…”

Dennis Kucinich (1946) Ohio politician

Interview with Monte Leach, Peace is possible, peace is inevitable, Share International (July 2003) http://www.share-international.org/magazine/old_issues/2003/july_03.htm#voice.

War, Decision

“Getting information is only the beginning. Transparency in government must be accompanied by the public's right to be heard and to influence government policy. The first objective is to get the facts, for without facts we are powerless to oppose government decisions or bring about change. The next step is to open up the decision-making process so we finally have a government accountable to those it serves. This should be our right and not a privilege.”

Heather Brooke (1970) American journalist

Page 8.
Your Right to Know: A Citizen's Guide to the Freedom of Information Act, 2nd Edition

Decision, Change

“Engineers speak of a “control loop,” in which the “man in the loop” is the problematical element. This is the human component in a series of sequentially interacting pieces of equipment that control or adjust a function. But when the pilot is suddenly and unexpectedly brought into the control loop (in other words, participates in decision making) as a result of (inevitable) equipment failure, he is disoriented. Long periods of passive monitoring make one unprepared to act in emergencies. The sudden appearance of several alarms, all there for safety reasons, leads to disorientation.”

Charles Perrow book Normal Accidents

Source: 1980s and later, Normal Accidents, 1984, p. 132

Failure, Decision, Appearance

“In his 1975 book, The Limits of Liberty, Buchanan returned to the study of constitutions, but now approached them with a somewhat more cynical (realistic?) Hobbesian perspective. His later books with Geoffrey Brennan (1980,1985) also emphasized the importance of constitutional rules as constraints on the selfish pursuits of individual actors, and as means for controlling that public sector beast—Leviathan. This concern with constitutional decision making and constitutional rules can be regarded as one of the salient characteristics of James Buchanan’s research throughout his career.”

Dennis Mueller (1940) American economist

James Buchanan, Gordon Tullock, and The Calculus (2012)

Books, Decision, Study, Selfishness

“The function of knowledge in the decision-making process is to determine which consequences follow upon which of the alternative strategies.”

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

Source: 1940s-1950s, Public administration, 1950, p. 75

Knowledge, Decision

“Participation by the public in decision-making, which requires full information, transparency and accountability, is essential to the democratic order. Parliaments have a special responsibility to oversee the adoption of national budgets and to monitor the actual use of appropriations so as to ferret out corruption.”

Alfred de Zayas (1947) American United Nations official

Disarm and develop – UN expert urges win-win proposition for States and peoples
2014

Decision

“I have a motto: My job is not to make up anybody's mind but to make the agony of decision making so intense that you can escape only by thinking.”

Fred W. Friendly (1915–1998) President of CBS News

Open Mind Interview http://www.archive.org/details/openmind_ep497

Thinking, Decision

“Software Engineering Economics is an invaluable guide to determining software costs, applying the fundamental concepts of microeconomics to software engineering, and utilizing economic analysis in software engineering decision making.”

Barry Boehm (1935) American software engineer

Barry W. Boehm (1981) Software engineering economics. Abstract.

Decision

“Reinhold Niebuhr tells us that man’s capacity for justice makes democracy possible, but man’s inclination to injustice makes democracy necessary. Yet, democracy means different things to different people. It is more than the ballot box, more than just majority rule. It means participation in decision-making and the opportunity to choose policy.”

Alfred de Zayas (1947) American United Nations official

United Nations General Assembly - Promotion of a democratic and equitable international order http://www.ohchr.org/Documents/Issues/IntOrder/A-68-284_en.pdf. 2013

People, Justice, Democracy, Decision

“The right of self-determination of the peoples includes the right to a state of their own. However, the foundation of a state does not increase the freedom of a people. The system of the United Nations that is based on nation-states has remained inefficient. Meanwhile, nation-states have become serious obstacles for any social development. Democratic confederalism is the contrasting paradigm of the oppressed people. Democratic confederalism is a non-state social paradigm. It is not controlled by a state. At the same time, democratic confederalism is the cultural organizational blueprint of a democratic nation. Democratic confederalism is based on grassroots participation. Its decision-making processes lie with the communities. Higher levels only serve the coordination and implementation of the will of the communities that send their delegates to the general assemblies. For limited space of time they are both mouthpiece and executive institution. However, the basic power of decision rests with the local grassroots institutions.”

Abdullah Öcalan (1949) Founder of the PKK

Source: Prison Writings: Roots of Civilisation, excerpt " Democratic Confederalism http://www.freedom-for-ocalan.com/english/".

People, Lie, Communication, Decision

“Of course, the power and authority of courts — whether to improperly take policymaking power for themselves or to engage in legitimate decision making — is dependent upon the weight of their judgment. That is, it depends on their credibility with the public and the other branches of government. Judicial decisions are obeyed, in large part, because the judgment of the federal Judiciary is respected. But it is perhaps underappreciated that when courts apply an activist philosophy that stretches the law to suit policy preferences, they actually reduce the credibility and authority of the Judiciary. In so doing, they undermine the rule of law that strengthens our democracy. In contrast, a judge who humbly understands the role of the courts in our tripartite system of government decides cases based on neutral principles. He generally defers to the judgment of the political branches, and respects precedent – the collective wisdom of those who have gone before. In so doing, that judge strengthens respect for the Judiciary, upholds the rule of law, and permits the people — through their elected representatives — to make choices about the issues of the day.”

Alberto Gonzales (1955) 80th United States Attorney General

Speech to American Enterprise Institute (January 17, 2007)

Wisdom, People, Law, Democracy

“An organized mind leads effortlessly to good decision-making.”

Daniel Levitin book The Organized Mind

The Organized Mind (2014)

Decision

“To me, the level of responsibility is measured by one's ability to confront the decision-making process without any delay or distraction.”

A. P. J. Abdul Kalam book Wings of Fire

Source: Wings of Fire, p. 96.

Decision

“Surely just about everybody has faced a moral dilemma and secretly wished, "If only somebody — somebody I trusted — could just tell me what to do!" Wouldn't this be morally inauthentic? Aren't we responsible for making our own moral decisions? Yes, but the virtues of "do it yourself" moral reasoning have their limits, and if you decide, after conscientious consideration, that your moral decision is to delegate further moral decisions in your life to a trusted expert, then you have made your own moral decision. You have decided to take advantage of the division of labor that civilization makes possible and get the help of expert specialists.We applaud the wisdom of this course in all other important areas of decision-making (don't try to be your own doctor, the lawyer who represents himself has a fool for a client, and so forth). Even in the case of political decisions, like which way to vote, the policy of delegation can be defended. … Is the a dereliction of [one's] dut[y] as a citizen? I don't think so, but it does depend on my having good grounds for trusting [the delegate's] judgment. … That why those who have an unquestioning faith in the correctness of the moral teachings of their religion are a problem: if they themselves haven't conscientiously considered, on their own, whether their pastors or priests or rabbis or imams are worthy of this delegated authority over their own lives, then they are in fact taking a personally immoral stand.This is perhaps the most shocking implication of my inquiry, and I do not shrink from it, even though it may offend many who think of themselves as deeply moral. It is commonly supposed that it is entirely exemplary to adopt the moral teachings of one's own religion without question, because -- to put it simply — it is the word of God (as interpreted, always, by the specialists to whom one has delegated authority). I am urging, on the contrary, that anybody who professes that a particular point of moral conviction is not discussable, not debatable, not negotiable, simply because it is the word of God, or because the Bible says so, or because "that is what all Muslims [Hindus, Sikhs… ] [sic] believe, and I am a Muslim [Hindu, Sikh… ]" [sic], should be seen to be making it impossible for the rest of us to take their views seriously, excusing themselves from the moral conversation, inadvertently acknowledging that their own views are not conscientiously maintained and deserve no further hearing.”

Daniel Dennett book Breaking the Spell: Religion as a Natural Phenomenon

Breaking the Spell (2006)

Life, Wisdom, God, Faith

“This article outlines a social information processing approach to explain job attitudes. In comparison with need-satisfaction and expectancy models of job attitudes and motivation, the social information processing perspective emphasizes the effects of context and the consequences of past choices, rather than individual predispositions and rational decision-making processes. When an individual develops statements about attitudes or needs, he or she uses social information - information about past behavior and about what others think. The process of attributing attitudes or needs from behavior is itself affected by commitment processes, by the saliency and relevance of information, and by the need to develop socially acceptable and legitimate rationalizations for actions. Both attitudes and need statements, as well as characterizations of jobs, are affected by informational social influence. The implications of the social information processing perspective for organization development efforts and programs of job redesign are discussed.”

Gerald R. Salancik (1943–1996) American organizational theorist

Source: A social information processing approach to job attitudes and task design. 1978, p. 224; Abstract

Behavior, Motivation, Thinking, Decision

“Though IIPA has done commendable work, there is much more that can be done to increase the importance as a catalyst for change in public administration. It (IIPA) should also make ethical governance the central focus in its training calendar. It only implies that there should be no undue delay in decision-making and delivery of services. The absence of good governance has been identified as the root cause of many of the societal shortcomings.”

Pranab Mukherjee (1935) 13th President of India

Quoted on India Today, "President Pranab Mukherjee says people won't tolerate poor governance" http://indiatoday.intoday.in/story/president-pranab-mukherjee-says-people-wont-tolerate-poor-governance/1/352014.html, March 30, 2014.

Decision, Change, Training

“Optimism is normal, but some fortunate people are more optimistic than the rest of us. If you are genetically endowed with an optimistic bias, you hardly need to be told that you are a lucky person -- you already feel fortunate. Optimistic people play a disproportionate role in shaping our lives. Their decisions make a difference; they are inventors, entrepreneurs, political and military leaders -- not average people. They got to where they are by seeking challenges and taking risks. They are talented and they have been lucky, almost certainly luckier than they acknowledge.”

Daniel Kahneman (1934) Israeli-American psychologist

Bias, Blindness and How We Truly Think (Part 1): Daniel Kahneman, bloomberg.com, 24 October 2011, 15 May 2014 http://www.bloomberg.com/news/2011-10-24/bias-blindness-and-how-we-truly-think-part-1-daniel-kahneman.html, "Bias, Blindness and How We Truly Think" (2011)

People, Feeling, Optimism, Decision

“Within image theory (e. g., Beach, 1990; Mitchell & Beach, 1990), it is suggested that important components of decision-making processes are the different “images” that a person may use to evaluate choice options. Images may represent a person's principles, goals, or plans. Decision options may then match or not match these images and be adopted, rejected, considered further, depending on circumstances.”

Michael Hogg (1954) Australian psychologist

Deborah J. Terry, Michael A. Hogg. Attitudes, Behavior, and Social Context: The Role of Norms and Group Membership. 1999

Decision, Dependency, Personality

“Organizations that operate under an IT monarchy place key business unit and technical decisions in the hands of the CIO. Under the duopoly method, decision-making for IT budgets, applications and technologies is shared among the CIO and business unit leaders.”

Jeanne W. Ross (1958) American computer scientist

Attributed to Peter Weill and Jeanne Ross in: Thomass Hoffman (2006) "Taming IT in the World Life Fund" in Computerworld Vol. 40 (33), August 14, 2006. p. 39

Business, Decision

“It is unnecessary to attempt any general rule as to where the overall balance lies in comparing the respective costs of knowledge in larger and smaller decision-making units. What is important is to understand that (1) the respective cost advantages of the large and small units differ according to the kind of knowledge involved (general versus specific), that (2) most decisions involve mixtures of the two kinds of knowledge, so that the net advantages of the larger and smaller units vary with the kind of decision, and (3) the effectiveness of hierarchical subordination varies with the extent to which the subordinate unit has knowledge advantages over the higher unit.”

Thomas Sowell (1930) American economist, social theorist, political philosopher and author

Source: 1980s–1990s, Knowledge and Decisions (1980; 1996), Ch. 1 : The Role of Knowledge

Understanding, Knowledge, Decision

“Knowledge may be enjoyed as a speculative diversion, but it is needed for decision making.”

Thomas Sowell (1930) American economist, social theorist, political philosopher and author

Source: 1980s–1990s, Knowledge and Decisions (1980; 1996), Ch. 1 : The Role of Knowledge

Knowledge, Decision

“Decisions should be based on facts, objectively considered — what I call the fact-founded, thought-through approach to decision making.”

Marvin Bower (1903–2003) American business theorist

Source: The Will to Manage (1966), p. 24

Decision

“While parents are naturally in a leadership role, strong families strive to share decision-making. They resolve differences by respecting other viewpoints and accepting compromise solutions. One family decided to spend money on a son's music lessons rather than replace worn carpeting. The compromise was to pitch in and clean the carpet. In another family, everyone but the youngest daughter loved to ski. They rented a vacation condo with plenty of activities for the daughter, and the skiers accepted an hour's drive to the slopes.”

Joyce Brothers (1927–2013) Joyce Brothers

10 Keys to a Strong Family (2002)

Love, Money, Family, Music

“We believe that, in order to understand contemporary economic decision making, we need to supplement the study of market factors with an examination of the internal operation of the firm – to study the effects of organizational structure and conventional practice on the developments of goals, the formation of expectations, and the execution of choices.”

Richard Cyert (1921–1998) American economist

Source: A behavioral theory of the firm, 1959, p. 1

Understanding, Decision, Study

“The management science approach to organizational decision making is the analog to the rational approach by individual managers. Management science came into being during World War II. At that time, mathematical and statistical techniques were applied to urgent, large-scale military problems that were beyond the ability of individual decision makers. Mathematicians, physicists, and operations researchers used systems analysis to develop artillery trajectories, antisubmarine strategies, and bombing strategies such as salvoing (discharging multiple shells simultaneously). Consider the problem of a battleship trying to sink an enemy ship several miles away. The calculation for aiming the battleship's guns should consider distance, wind speed, shell size, speed and direction of both ships, pitch and roll of the firing ship, and curvature of the earth. Methods for performing such calculations using trial and error and intuition are not accurate, take far too long, and may never achieve success.
This is where management science came in. Analysts were able to identify the relevant variables involved in aiming a ship's guns and could model them with the use of mathematical equations. Distance, speed, pitch, roll, shell size, and so on could be calculated and entered into the equations. The answer was immediate, and the guns could begin firing. Factors such as pitch and roll were soon measured mechanically and fed directly into the targeting mechanism. Today, the human element is completely removed from the targeting process. Radar picks up the target, and the entire sequence is computed automatically.”

Richard L. Daft (1964) American sociologist

Source: Organization Theory and Design, 2007-2010, p. 500

War, World, Error, Mathematics

“Historically, moves to new ways of moral decision making depend on and occur in pockets of people of good will, who can explore with each other novel ways of relating without threatening or being threatened.”

R. Edward Freeman (1951) American academic

Source: A stakeholder approach to strategic management, 1984, p. 64 as cited in: George Cheney, Steve May, Debashish Munshi (2010) Handbook of Communication Ethics. p. 108

People, Way, Decision, Dependency

“In a fundamental sense, Alchian's theory of economic organizations is different from those of Coase or Simon. He disavows an explicit model of individual choice… and… offers a system-level explanation of organizational emergence, structure, and survival that is largely independent of decision making at the micro level… Yet it is precisely this independence of a distinct model of choice that ultimately renders it compatible with the individualistic theories of both Coase and Simon….
Whether individuals optimize under uncertainty or satisfice under the more limiting conditions of bounded rationality…, Alchian's logic of natural selection, when grafted onto either approach, provides a powerful means of deriving and integrating expectations about individuals, organizations and systems. The result in either case is an approach that gains in scope and coherence, and that does so by remaining true to its underlying model of individual choice.”

Terry M. Moe (1949) American political scientist

Source: "The new economics of organization." 1984, p. 746-747; as cited in Eggertsson (1990; 56)

Optimism, Nature, Decision, Sense

“Public decision making is complicated and not well understood. Contrary to simple methods of democracy, there appear to be forces pulling government expenditures away from levels that would be preferred by the median voter.”

Harvey S. Rosen (1949) American economist

Source: Public Finance - International Edition - Sixth Edition, Chapter 6, Political Economy, p. 133

Democracy, Decision, Appearance

“Political power automatically gravitates toward the center, and the purpose of the Constitution is to prevent that from happening. The centralization of political power always destroys liberty by removing the decision-making function from the people on the local level and transferring it to the officers of the central government. This process gradually benumbs the spirit of "voluntarism" among the people, and they lose the will to solve their own problems. They also cease to be involved in community affairs. They seek the anonymity of oblivion in the seething crowds of the city and often degenerate into faceless automatons who have neither a voice nor a vote.”

W. Cleon Skousen (1913–2006) ex FBI agent, conservative United States author and faith-based political theorist

The 5,000 Year Leap (1981)

People, Communication, Problem, Decision

“Here we come upon one of the most profound reasons for Socratic irony: direct language is not adequate for communicating the experience of existing, the authentic consciousness of being, the seriousness of life as we live it, or the solitude of decision making.”

Pierre Hadot (1922–2010) French historian and philosopher

trans. Michael Chase (1995), p. 156
La Philosophie comme manière de vivre (2001)

Life, Communication, Decision, Solitude

“The groups are not unified under any single authoritiy but rather relate to each other in a network structure. Social forums, affinity groups, and other forms of democratic decision-making are the basis of the movements, and they manage to act together based on what they have in common. … These globalization protest movements are obviously limited in many regards. First of all, although their vision and desire is global in scope, they have thus far only involved significant numbers in North America and Europe. Second, so long, as they remain merely protests movements, traveling from one summit meeting to the next, they will be incapable of becoming a foundational struggle and of articulating an alternative to social relations. These limitations may only be temporary obstacles, and the movements may discover ways to overcome them.”

Antonio Negri book Multitude: War and Democracy in the Age of Empire

86-87
Multitude: War and Democracy in the Age of Empire

Way, Travel, Decision

“Decision making processes are aimed at finding courses of action that are feasible or satisfactory in the light of multiple goals and constraints.”

Herbert A. Simon book Administrative Behavior

Source: 1940s-1950s, Administrative Behavior, 1947, p. 274.

Decision, Light

“I fear we might be losing the basic human facility to be alone - and with that you throw out independent decision-making, what to trust, what not to trust, key stuff, a perilous loss.”

Dylan Moran (1971) Irish actor and comedian

on social networking sites like Facebook
Other

Fear, Decision, Loss

“Writing in 1944, the year of the Bretton Woods Conference, Polanyi suggested that the extension of the institutions of the market over the course of the nineteenth century aroused a political reaction in the form of associations and lobbies that ultimately undermined the stability of the market system. He gave the gold standard a place of prominence among the institutions of laissez faire in response to which this reaction had taken place. And he suggested that the opening of national economic decision making to parties representing working-class interests had contributed to the downfall of that international monetary system. In a sense, this book asks whether Polanyi’s thesis stands the test of time. Can the international monetary history of the second half of the twentieth century be understood as the further unfolding of Polanyian dynamics, in which democratization again came into conflict with economic liberalization in the form of free capital mobility and fixed exchange rates? Or do recent trends toward floating rates and monetary unification point to ways of reconciling freedom and stability in the two domains?”

Barry Eichengreen Introduction

Source: Globalizing Capital (2008), Chapter 1. Introduction

Books, Way, History, Decision

“Innovative e-business projects start with a design of the e-business model. We often encounter the view, in research as well as industry practice, that an e-business model is similar to a business process model, and so can be specified using UML activity diagrams or Petri nets. In this paper, we explain why this is a misunderstanding. The root cause is that a business model is not about process but about value exchanged between actors. Failure to make this separation of concerns leads to poor business decision-making and inadequate business requirements.”

Hans van Vliet (1949) Dutch computer scientist

Jaap Gordijn, Hans Akkermans, and Hans Van Vliet. "Business modelling is not process modelling." International Conference on Conceptual Modeling. Springer Berlin Heidelberg, 2000. Abstract

Failure, Business, Decision

“The suspicion has to arrive that if a public conversation about acceleration is beginning, it’s just in time to be too late. The profound institutional crisis that makes the topic ‘hot’ has at its core an implosion of social decision-making capability.”

Nick Land (1962) British philosopher

"A Quick-and-Dirty Introduction to Accelerationism" https://jacobitemag.com/2017/05/25/a-quick-and-dirty-introduction-to-accelerationism/ (2017)

Decision, Time

“In most British enterprises senior executives worked closely in the same office building, located in or near the largest plant, having almost daily personal contact with, and thus directly supervising middle and often lower-level managers. Such enterprises had no need for the detailed organization charts and manuals that had come into common use in large American and German firms before 1914. In these British companies, selection to senior positions and to the board depended as much on personal ties as on managerial competence. The founders and their heirs continued to have a significant influence on top-level decision-making even after their holdings in the enterprise were diminished.”

Alfred D. Chandler, Jr. (1918–2007) American historian

Source: The Visible Hand (1977), p. 242.

Decision, Dependency, Personality

“Creativity requires risk. So do exploration and innovation. Anyone who thinks outside of the box is taking a risk. Leadership brings many risk. Courage is exercised in the face of risk. Invest involve risk. Decision-making always mean a certain degree of risk.”

Ben Carson (1951) 17th and current United States Secretary of Housing and Urban Development; American neurosurgeon

Source: Take The Risk (2008), p. 161

Exercises, Courage, Thinking, Decision

“The essence of the phenomenon of gambling is decision making. The act of making a decision consists of selecting one course of action, or strategy, from among the set of admissible strategies.”

Richard Arnold Epstein (1927) American physicist

Source: The Theory of Gambling and Statistical Logic (Revised Edition) 1977, Chapter Three, Fundamental Principles Of A Theory Of Gambling, p. 43

Decision

“We never make a decision. When the time is right, the decision makes itself.”

Byron Katie (1942) American spiritual writer

Loving What Is: Four Questions That Can Change Your Life (2002)

Decision, Time

“Every decade or so, the business world invents another term for how it extracts managerial and decision-making value from computerized data. In the 1970s the favored term was “decision support systems,” accurately reflecting the importance of a decision-centered approach to data analysis. In the early 80s, “executive information systems” was the preferred nomenclature, which addressed the use of these systems by senior managers. Later in that decade, emphasis shifted to the more technical-sounding “online analytical processing,” or OLAP. The 90s saw the rise of “business intelligence” as a descriptor. In the middle of 2000’s first decade, “analytics” began to come into favor, at least for the more statistical and mathematical forms of data analysis.”

Thomas H. Davenport (1954) American academic

Thomas H. Davenport. The New World of “Business Analytics”. International Institute for Analytics. March 2010

World, Intelligence, Mathematics, Business

“As information systems play a more active role in the management and operations of an enterprise, the demands on these systems have also increased. Departing from their traditional role as simple repositories of data, information systems must now provide more sophisticated support to manual and automated decision making; they must not only answer queries with what is explicitly represented in their Enterprise Model, but must be able to answer queries with what is implied by the model. The goal of the TOVE Enterprise Modelling project is to create the next generation Enterprise Model, a Common Sense Enterprise Model. By common sense we mean that an Enterprise Model has the ability to deduce answers to queries that require relatively shallow knowledge of the domain.”

Mark S. Fox (1952) Canadian computer scientist and Professor of Industrial Engineering

Source: Methodology for the Design and Evaluation of Ontologies (1995), p. 1: Introduction

Support, Knowledge, Decision, Sense

“Greed: a word commonly used by liberals, low achievers, anti-capitalists and society's losers to denigrate, shame and discredit those who have acquired superior job skills and decision making capabilities and who, through application of those job skills, achieve success.”

Neal Boortz (1945) American author, journalist, and radio host

Quoted, without citation, in O'Boyle's Quotes, Jokes & Anecdotes (2012), p. 25
Attributed

Decision, Success

“Different subunits within an organization may confront different external demands. To cope with these various environments, organizations create specialized subunits with differing structural features. For example, some subunits may exhibit higher levels of formalization than others; some may be more centralized in decision making; some may be oriented to longer planning horizons. The more varied the types of environments confronted by an organization, the more differentiated its structure needs to be.”

W. Richard Scott (1932) American sociologist

Source: Institutions and Organizations., 1995, p. 89 (2001: 103)

Decision

“Sangakkara: Being a good captain is about pulling your own weight in the side and making sure you perform. The better you perform, the easier captaincy becomes. It's a nice interesting balance about your own performance and also surrounding yourself with players of quality which makes captaincy the easiest job because you know you have match-winners in your side. You know people can execute whatever's asked of them. So decision-making becomes very easy. Take Ricky Ponting and the Aussie side that he had under him for a few years. Hard decisions were very rare because you just had to look at your team and knew exactly what they were capable of.”

Kumar Sangakkara (1977) Sri Lankan cricketer

People, Decision

“Contemporary theories of politics tend to portray politics as a reflection of society, political phenomena as the aggregate consequences of individual behavior, action as the result of choices based on calculated self-interest, history as efficient in reaching unique and appropriate outcomes, and decision making and the allocation of resources as the central foci of political life. Some recent theoretical thought in political science, however, blends elements of these theoretical styles into an older concern with institutions. This new institutionalism emphasizes the relative autonomy of political institutions, possibilities for inefficiency in history, and the importance of symbolic action to an understanding of politics. Such ideas have a reasonable empirical basis, but they are not characterized by powerful theoretical forms. Some directions for theoretical research may, however, be identified in institutionalist conceptions of political order.”

James G. March (1928–2018) American sociologist

James G. March and Johan P. Olsen. "The new institutionalism: organizational factors in political life." American political science review 78.03 (1983): 734-749.

Life, Behavior, History, Idea

“Brain research in the last five years at Dartmouth and elsewhere has shown that human brains are not fully developed until age 25 and are particularly deficient in their frontal lobes, which control decision-making, rational thinking, judgment, the ability to plan ahead and to resist impulses. Unfortunately, we didn't know that in 1971. Those of you who have made it to age 26 without dying in a stupid drinking game — and I think congratulations are in order, by the way — understand how insane it is to allow young people to vote.”

Ann Coulter (1961) author, political commentator

"Repeal the 26th Amendment!" (10 November 2010).
2010

People, Age, Stupidity, Way

Johan Olsen (1939) Norwegian political scientist

James G. March and Johan P. Olsen. "The new institutionalism: organizational factors in political life." American political science review 78.03 (1983): 734-749; Abstract.

Life, Behavior, History, Idea