Finally, a feedback has to be built into the decision to provide a continuous testing, against actual events, of the expectations that underlie the decision.

Decisions are made by men. Men are fallible; at their best their works do not last long. Even the best decision has a high probability of being wrong. Even the most effective one eventually becomes obsolete.

“A decision is a judgment. It is a choice between alternatives. It is rarely a choice between right and wrong. It is at best a choice between “almost right” and “probably wrong”—but much more often a choice between two courses of action neither of which is provably more nearly right than the other.

It is often said that a strategy is a choice or a decision. The words “choice” and “decision” evoke an image of someone considering a list of alternatives and then selecting one of them.

Finally, a feedback has to be built into the decision to provide a continuous testing, against actual events, of the expectations that underlie the decision.

Decisions are made by men. Men are fallible; at their best their works do not last long. Even the best decision has a high probability of being wrong. Even the most effective one eventually becomes obsolete.

Whether you go to the concert or stay and work is really a small part of an effective decision. You might make the same choice with a number of other centers. But there are several important differences when you are coming from a principle-centered paradigm. First, you are not being acted upon by other people or circumstances. You are proactively choosing what you determine to be the best alternative. You make your decision consciously and knowledgeably. Second, you know your decision is most effective because it is based on

principles with predictable long-term results.