"It is often more important to act than to understand... there are times... when two conflicting opinions, though one happens to be right, are more perilous than one opinion which is wrong"
About this Quote
John Grierson, the pioneering documentarian who shaped the British documentary movement and later built Canada’s National Film Board during World War II, prized cinema as a tool for social coordination. He called documentary the creative treatment of actuality, but the creativity he valued served a civic purpose: to get people moving together in the face of urgent problems. From that vantage, the claim that it is often more important to act than to understand is not an anti-intellectual shrug; it is the stance of a planner confronted by time-sensitive realities where hesitation carries a higher cost than imperfect judgment.
The sharper, unsettling assertion follows: two conflicting opinions, even if one is correct, can be more dangerous than one opinion that is wrong. Conflict at the point of decision can paralyze systems, divide publics, and undermine morale. In war or economic crisis, unity may be the scarce resource. A single, coherent line of action, even if flawed, can be executed, monitored, and corrected; two contending truths can stall action entirely or produce half-measures that satisfy neither course and fail both tests. Grierson’s work in state information made him acutely aware that communication does not merely convey facts; it organizes will. For him, documentary was not only about showing reality but about aligning many hands to a common task.
There is a risk revealed by the very starkness of the claim. An insistence on unity can slip into groupthink, and a wrong unified opinion, if insulated from correction, can lead to catastrophe. Grierson’s solution lay in institutions capable of quick action and iterative learning: act, observe, revise, communicate again. He believed democratic propaganda, a phrase he used provocatively, could mobilize collective intelligence without surrendering it. The deeper lesson is about sequence and scale. Understanding matters, but when circumstances demand, the social value of action and the stabilizing power of shared purpose can outweigh the quest to be right before moving at all.
The sharper, unsettling assertion follows: two conflicting opinions, even if one is correct, can be more dangerous than one opinion that is wrong. Conflict at the point of decision can paralyze systems, divide publics, and undermine morale. In war or economic crisis, unity may be the scarce resource. A single, coherent line of action, even if flawed, can be executed, monitored, and corrected; two contending truths can stall action entirely or produce half-measures that satisfy neither course and fail both tests. Grierson’s work in state information made him acutely aware that communication does not merely convey facts; it organizes will. For him, documentary was not only about showing reality but about aligning many hands to a common task.
There is a risk revealed by the very starkness of the claim. An insistence on unity can slip into groupthink, and a wrong unified opinion, if insulated from correction, can lead to catastrophe. Grierson’s solution lay in institutions capable of quick action and iterative learning: act, observe, revise, communicate again. He believed democratic propaganda, a phrase he used provocatively, could mobilize collective intelligence without surrendering it. The deeper lesson is about sequence and scale. Understanding matters, but when circumstances demand, the social value of action and the stabilizing power of shared purpose can outweigh the quest to be right before moving at all.
Quote Details
| Topic | Decision-Making |
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