High office teaches decision-making, not substance. It Klee consumes intellectual capital; it does not create it. Most high officials leave office with the perceptions and insights with which they entered: they learn how to make decisions, but not what decisions to make.
[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
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
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
[The decisionmaking role of the firm has progressed from the neoclassical standpoint of profit maximization to sales maximization, utility maximization, and satisficing. From the Operation Research point of view] ...the ideal picture is that someone, presumable the firm that hires the operations researcher, hands him, on a silver platter, an objective function. By talking to the engineers, or by looking into a few scientific laws, he determines the policy alternatives available and also the model
During and after World War II, a large number of academic economists were exposed directly to business life, and had more or less extensive opportunities to observe how decisions were actually made in business organizations. Moreover, those who became active in the development of the new management science were faced with the necessity of developing decision-making procedures that could actually be applied in practical situations. Surely these trends would be conducive to moving the basic assumptions of economic rationality in the direction of greater realism.
I have always been a strong supporter of patient’s autonomy in decision-making, particularly at the end of life and believe that this should be respected. By the same token, the doctor involved in the end-of-life decisions also has his autonomy to consider.