作为决策者如果你的决策行为是以牺牲企业的机遇为代价而你却仍然认定它是正确的这种情况就成为决策陷阱
如此多的数据可能很容易就会让未来的企业经理们误入“拖延决策，直到完成所有数据分析”的陷阱，但完成所有数据分析可能是无法完成的任务。
With access to so much data, the business manager of the future could easily fall into a trap of putting off decisions until everything has been analyzed, which may never happen.
太多或者太少的信息是另一种常见的陷阱，但是在决策方面它包含的艺术多于科学。
Too much or too little information is another common pitfall, but it involves more art than science to resolve.
他利用的多是间接资料，尤其是深入到历史问题时，但还要依靠自己的报导经验，为决策者和评论员指出陷阱。
He draws freely on secondary sources, especially when delving into history, but also relies on his own reporting experience to point out traps for policymakers and commentators alike.
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