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Intelligent Decisions

Founded Year



Acquired | Acquired



About Intelligent Decisions

Intelligent Decisions integrates IT systems, specializing in intelligence and national security work.

Headquarters Location

21445 Beaumeade Circle

Ashburn, Virginia, 20147,

United States


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Expert Collections containing Intelligent Decisions

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4,937 items

Intelligent Decisions Patents

Intelligent Decisions has filed 6 patents.

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Related Topics




Human mouth anatomy, Voice over IP, Network protocols, Videotelephony, Packets (information technology)


Application Date


Grant Date



Related Topics

Human mouth anatomy, Voice over IP, Network protocols, Videotelephony, Packets (information technology)



Latest Intelligent Decisions News

To Make Emotionally Intelligent Decisions, Be A Scientist, Not A Judge

Sep 4, 2019

Share to facebook Horacio Marquinez As the 24-year-old CEO of an international education consulting firm, I have a lot of important decisions to make on a daily basis. These decisions don’t just affect my own success, but also my employees and my clients and their families. I’ve tried a few times to articulate my decision-making process, but the vocabulary wasn’t entirely there. I know it has to do with paying attention to my initial feeling and taking in feedback in an emotionally intelligent way but, despite having studied psychology and working in the Yale Center for Emotional Intelligence for all four years of college, I still wasn’t sure how to teach or explain this method to others. That’s why I was so excited to read Permission To Feel: Unlocking the Power of Emotions to Help Ourselves, Our Kids, and Our Society Thrive by Marc Brackett, Director of the Yale Center for Emotional Intelligence. For all of the surface-level blog posts and articles about emotional intelligence, there isn’t really a lot out there that explains the concept and offers practical, in-depth explanations of how to take a scientific approach to using emotions wisely. Being quick to judge can be tempting—who wouldn’t want to have all the answers? After all, that’s often how we came into our success — by trusting our guts and making quick, confident judgments. It feels much stronger and more confident to be able to quickly say “Okay, here’s what I’m going to do” than to say “I’m still thinking about it” or “Here’s what I’m thinking or feeling...” We often idolize leaders who take the more confident-sounding approach—the people who make an immediate, so-called rational decision and stick to their guns, rather than making a quick decision and then flip-flopping a few times. But I would argue that there’s not a huge difference between those who stick to their guns and those who flipflop. They’re both making snap judgments, one person is just making more than one. If your decision can’t be swayed by even the most compelling new information, or if it can easily be swayed as soon as any new information is available, those are both signs of a decision that hasn’t been fully considered. I neither want a president who would stick to his decision to bomb a country no matter how much the civilian casualty estimate changed nor a president who doesn’t read the briefings and made the decision before knowing what that estimate was. Instead, imagine a leader who considers the relevant information before making a decision, and who is open to considering new information as it becomes available, who tries not to fall prey to the myriad cognitive biases , including choice-supportive bias, where we form emotional attachments to our decisions and filter new information to back us up. Letting go of our egos is the only way to learn. Too many people offering guidance will divide their lives into ‘before’ and ‘after’—the earlier part of their life, from which they draw useful case studies, and the current part of their life, where they have it all figured out. Departing from this is one of the most refreshing parts of Permission to Feel: Brackett doesn’t shy away from using even recent missteps and misunderstandings as examples. Being an “emotion scientist” doesn’t mean being 100% objective, rational, and free of bias, however. No human person can make a decision from an entirely scientific point of view—that’s not even what scientists do. Scientists know that, despite our best efforts, the human brain can never be entirely objective. That’s why studies are double-blinded. Instead of feeling confident that they will be objective, scientists will acknowledge that they probably won’t and plan accordingly. For example, in an experiment Brackett conducted at Yale which he writes about in Permission to Feel, they had teachers recall a positive or negative memory and then grade the same essay. Almost 90% believed their mood hadn’t affected their grading, but in fact, the negative mood group marked the essay a full letter grade lower than the positive mood group. So, it’s not about whether emotions should impact our judgment — it’s about acknowledging that they do, and then figuring out what those emotions are telling us. That doesn’t mean that emotions should never come into play, however. As Brackett often says: emotions are not good or bad. Emotions are information and as such, they inform our decision making. Sometimes, that information is extremely relevant to the decision we’re making. In Permission to Feel, Brackett makes a much-needed distinction. “When we are making a decision, there are two kinds of emotions: integral and incidental.” If we ignore emotions that are integral to a decision (anxiety when deciding whether to double-check an important email, joy or discomfort when making plans with an acquaintance) then we risk making the wrong choice. But if that emotion is incidental or unrelated to our decision, like in the case of the teachers reading the essays, we have to acknowledge that emotion and where it’s coming from to avoid it contaminating our thinking. The ability to distinguish between incidental and integral emotions is one of the keys to my decision-making process—although I tend to go with my gut, I listen to my gut. But it’s just one of the aspects required in order to make emotionally intelligent decisions—and decision making is just one of the many (five, according to Brackett) ways emotional intelligence impacts our lives. The others include learning, health, relationships, and creativity. If everyone were fully trained in emotional intelligence, the world would undoubtedly be a better place—and this book moves us one step closer to that reality. Disclosure: Dr. Marc Brackett was my professor at Yale University from 2013 to 2017. Follow me on Twitter .

Intelligent Decisions Frequently Asked Questions (FAQ)

  • When was Intelligent Decisions founded?

    Intelligent Decisions was founded in 1988.

  • Where is Intelligent Decisions's headquarters?

    Intelligent Decisions's headquarters is located at 21445 Beaumeade Circle, Ashburn.

  • What is Intelligent Decisions's latest funding round?

    Intelligent Decisions's latest funding round is Acquired.

  • Who are the investors of Intelligent Decisions?

    Investors of Intelligent Decisions include The Acacia Group.

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