"If you get all the facts, your judgment can be right; if you don't get all the facts, it can't be right"
About this Quote
Baruch’s line reads like common sense, but it’s really a power move dressed up as humility. A businessman preaching “all the facts” isn’t just advocating careful thinking; he’s staking a claim to authority. In the worlds Baruch inhabited - Wall Street, wartime mobilization, Washington back rooms - whoever controls the flow of information controls the decision. The quote flatters a certain ideal of rational capitalism: the market (and the statesman, and the investor) can be wise if only they have sufficient data. It’s a comforting myth, and a useful one.
The subtext is less about truth than about access. “Get all the facts” implies you can collect reality like inventory, as if complexity is merely a supply-chain problem. It also quietly shifts blame: wrong judgment isn’t framed as bias, greed, fear, or ideology; it’s framed as incomplete paperwork. That’s a neat alibi for elites who consistently “had the data” yet still made catastrophic calls - and a subtle rebuke to the public, whose opinions can be dismissed as under-informed by definition.
Context matters. Baruch lived through the rise of managerial capitalism, the explosion of bureaucracy, and the birth of modern public relations. “Facts” became currency: reports, statistics, briefings. His formulation is crisp because it converts uncertainty into a procedural challenge. If you’re wrong, you didn’t do the work. If you’re right, you earned it. The catch is that no one ever has all the facts, which means the standard is both aspirational and strategically unattainable - perfect for a culture that wants decisive action without admitting how much of it is guesswork.
The subtext is less about truth than about access. “Get all the facts” implies you can collect reality like inventory, as if complexity is merely a supply-chain problem. It also quietly shifts blame: wrong judgment isn’t framed as bias, greed, fear, or ideology; it’s framed as incomplete paperwork. That’s a neat alibi for elites who consistently “had the data” yet still made catastrophic calls - and a subtle rebuke to the public, whose opinions can be dismissed as under-informed by definition.
Context matters. Baruch lived through the rise of managerial capitalism, the explosion of bureaucracy, and the birth of modern public relations. “Facts” became currency: reports, statistics, briefings. His formulation is crisp because it converts uncertainty into a procedural challenge. If you’re wrong, you didn’t do the work. If you’re right, you earned it. The catch is that no one ever has all the facts, which means the standard is both aspirational and strategically unattainable - perfect for a culture that wants decisive action without admitting how much of it is guesswork.
Quote Details
| Topic | Decision-Making |
|---|---|
| Source | Help us find the source |
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