My decision to destroy the authority of the blacks in Saint Domingue (Haiti) is not so much based on considerations of commerce and money, as on the need to block for ever the march of the blacks in the world.
I have made a lot of tactical decisions that historians will look back and say: He shouldn't have done that. He shouldn't have made that decision. And I'll take responsibility for them. I'm human.
It is obvious that the performance of a stock last year or last month is no reason, per se, to either own it or to not own it now. It is obvious that an inability to "get even" in a security that has declined is of no importance. It is obvious that the inner warm glow that results from having held a winner last year is of no importance in making a decision as to whether it belongs in an optimum portfolio this year.
Investment in the eradication of hunger today is a good business decision. If we fail to make this investment, it is doubtful that we can sustain healthy economic growth. Without this investment, our nation may disintegrate into a country sharply divided between those who have enough to eat and those who do not.
you must be careful never to allow doubt to paralyze you. always take the decisions you need to take, even if you're not sure you're doing the right thing. You'll never go wrong if, when you make a decision, you keep in mind an old German proverb: 'The devil is in the detail.' Remember that proverb and you'll always be able to turn a wrong decision into a right one.
I said, going into Iraq, "We've got to take threats seriously before they full materialize." I saw a threat. I fully believe it was the right decision to remove Saddam Hussein, and I fully believe the world is better off without him.
As Iraqi forces gain experience and the political process advances, we will be able to decrease our troop level in Iraq without losing our capability to defeat the terrorists. These decisions about troop levels will be driven by the conditions on the ground in Iraq and the good judgment of our commanders, not by artificial timetables set by politicians in Washington.
Our characterization of collective folly is that sound judgment is not feasible when there is forced or false agreement in groups. We also show how group polarization sets the stage for risky and even dangerous decisions to be made. How we navigate between false agreement and polarization is the kind of mastery that collective wisdom represents.
One of the very difficult parts of the decision I made on the financial crisis was to use hardworking people's money to help prevent there to be a crisis.