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Judgment requires tolerating unresolved tension.

The absence of complaints does not imply satisfaction.

Management is prediction.

An organization cannot outperform the quality of its decisions.

The price of reliability is the pursuit of flexibility.

Most organizations change only after the cost of not changing becomes too high.

Decisions without feedback are guesses.

Speed and learning are inseparable.

What appears to be irrational behavior often makes sense within a local context.

Nearly all failures in decision making come from making decisions in isolation.

Good decisions leave room for correction.

You manage what you pay attention to.

All models are wrong, but some are useful.

A good model enables you to be wrong faster.

Organizations adapt faster to pressure than to insight.

Judgment improves when leaders decide what must remain uncertain.

Expert judgment requires accepting that some uncertainty is irreducible.

Organizations often learn the wrong lessons from failure.

The greatest source of error is the belief that one is not biased.

A decision is a commitment to action under uncertainty.