Sentence examples for tangible decisions from inspiring English sources

The recent three-day meeting was more easily known as Rio+20, but so few specifics, so few targets, so few tangible decisions came out of the gathering that some participants were derisively calling it "Rio Minus 20," or "Rio Plus 20 Minus 40".

For this, we evoke Stirling's (2008) distinction between appraisal (i.e. informing decision making) and commitment (forming tangible decisions on particular innovation trajectories).

Fixing the situation will require tough, tangible decisions and somewhere along the line cuts -- deep cuts -- should be expected.

People with the means and need to manage sums far above the $5,000 average consumer account have been taking the time to become much more educated about how banking works and they are making tangible decisions.

Sultan Qaboos bin Said of Oman has never exhibited any great love for such gatherings unless some tangible decision is needed, and this year the leader of Sudan will also skip it.

Only in this way is it possible to overcome existing cognitive, institutional, and economic barriers and to better link with tangible decision making and DRM implementation.

It's much easier to center a political movement around criticizing an amorphous external force—"the system!"—instead of around the much more complicated task of reversing internal cycles of violence and poverty with tangible policy decisions.

Frontline providers of health, social and care services outside of the strict 'public health' sphere may find that they have difficulty translating such values into tangible, immediate decisions about advice and intervention at the individual level (Gostin, 2003; Jennings, 2003), with little sense of ' who has to do what for whom' (O'Neill, 2002, p. 8).

The strengths of the tool in addressing this need are that it is rapid, inexpensive, uses locally obtained data, accounts for biases in these data that might underestimate the true rate of Hib disease, and provides disease impact output as the number of cases and deaths from Hib disease, which is often more tangible to decision makers than incidence rates.

Moreover, there should be a combination of financial and non-financial dimensions, long-term and short-term decisions, tangible and intangible features, and measures of the efficiency and effectiveness.

That is why the Aldersgate Group, an alliance of leaders from business, politics and society, has recently convened a series of discussions on how to make this agenda more tangible for key decision makers.