Jeff Bezos

There are a bunch of decisions like that that are, you know, changing the decision is going to be very, very complicated. Some of them are technical decisions too, because some technical decisions are like quick drying cement. You know, if you're going to, once you make them, it gets really hard, you know, choosing which propellants to use in a vehicle.

There are a bunch of decisions like that that are, you know, changing the decision is going to be very, very complicated. Some of them are technical decisions too, because some technical decisions are like quick drying cement. You know, if you're going to, once you make them, it gets really hard, you know, choosing which propellants to use in a vehicle.

There are a bunch of decisions like that that are, you know, changing the decision is going to be very, very complicated. Some of them are technical decisions too, because some technical decisions are like quick drying cement. You know, if you're going to, once you make them, it gets really hard, you know, choosing which propellants to use in a vehicle.

you know, selecting LNG for the booster stage and selecting hydrogen for the upper stage, that has turned out to be a very good decision. But if you change your mind, That would be a very big setback. Do you see what I'm saying? So that's the kind of decision you scrutinize very, very carefully. Other things just aren't like that. Most decisions are not that way.

you know, selecting LNG for the booster stage and selecting hydrogen for the upper stage, that has turned out to be a very good decision. But if you change your mind, That would be a very big setback. Do you see what I'm saying? So that's the kind of decision you scrutinize very, very carefully. Other things just aren't like that. Most decisions are not that way.

you know, selecting LNG for the booster stage and selecting hydrogen for the upper stage, that has turned out to be a very good decision. But if you change your mind, That would be a very big setback. Do you see what I'm saying? So that's the kind of decision you scrutinize very, very carefully. Other things just aren't like that. Most decisions are not that way.

Most decisions should be made by single individuals and done quickly in the full understanding that you can always change your mind.

Most decisions should be made by single individuals and done quickly in the full understanding that you can always change your mind.

Most decisions should be made by single individuals and done quickly in the full understanding that you can always change your mind.

Yeah, disagree and commit is a really important principle that saves a lot of arguing.

Yeah, disagree and commit is a really important principle that saves a lot of arguing.

Yeah, disagree and commit is a really important principle that saves a lot of arguing.

It's very common in any endeavor in life, in business, and anybody where you have teammates. You have a teammate, and the two of you disagree. At some point, you have to make a decision. And in companies, we tend to organize hierarchically. So whoever's the more senior person ultimately gets to make the decision. So ultimately, the CEO gets to make that decision.

It's very common in any endeavor in life, in business, and anybody where you have teammates. You have a teammate, and the two of you disagree. At some point, you have to make a decision. And in companies, we tend to organize hierarchically. So whoever's the more senior person ultimately gets to make the decision. So ultimately, the CEO gets to make that decision.

It's very common in any endeavor in life, in business, and anybody where you have teammates. You have a teammate, and the two of you disagree. At some point, you have to make a decision. And in companies, we tend to organize hierarchically. So whoever's the more senior person ultimately gets to make the decision. So ultimately, the CEO gets to make that decision.

And the CEO may not always make the decision that they agree with. So like, you know, I would often, I would be the one who would disagree and commit. Some, one of my direct reports would very much want to do it, do something in a particular way. I would think it was a bad idea. I would explain my point of view. They would say, Jeff, I think you're wrong, and here's why.

And the CEO may not always make the decision that they agree with. So like, you know, I would often, I would be the one who would disagree and commit. Some, one of my direct reports would very much want to do it, do something in a particular way. I would think it was a bad idea. I would explain my point of view. They would say, Jeff, I think you're wrong, and here's why.

And the CEO may not always make the decision that they agree with. So like, you know, I would often, I would be the one who would disagree and commit. Some, one of my direct reports would very much want to do it, do something in a particular way. I would think it was a bad idea. I would explain my point of view. They would say, Jeff, I think you're wrong, and here's why.

And we would go back and forth. And I would often say, you know what? I don't think you're right, but I'm going to gamble with you. And you're closer to the ground truth than I am. I'd known you for 20 years. You have great judgment. I don't know that I'm right either. Not really, not for sure. All these decisions are complicated. Let's do it your way. But at least then you've made a decision.

And we would go back and forth. And I would often say, you know what? I don't think you're right, but I'm going to gamble with you. And you're closer to the ground truth than I am. I'd known you for 20 years. You have great judgment. I don't know that I'm right either. Not really, not for sure. All these decisions are complicated. Let's do it your way. But at least then you've made a decision.