I worry about leaders in complex situations who don't have enough experience, who are just going with their intuition and not monitoring it, not thinking about it.

Rigor is not a substitute for imagination.

You shouldn't trust the judgments of stock brokers picking individual stocks.

You need to take your gut feeling as an important data point, but then you have to consciously and deliberately evaluate it, to see if it makes sense in this context.

The ability to help others gain insights seems very important to me, and I think one of the most effective, but most difficult, ways is to listen sympathetically when people seem to be saying stupid things or thinking in confused ways. Rather than write them off, we can try to diagnose what is wrong with their thinking - what flawed belief they might be holding. And then search for ways that enables them to discover the flawed belief for themselves.

People who design decision aids and information technologies usually try to help people perform their jobs better. But insights can show us how to perform our jobs differently. And so the decision aids and technologies can get in the way of insights!

Many change initiatives are poorly thought out, and rolled out prematurely. Others are genuinely good ideas but the proponents underestimate the amount of time needed to make the change. And, I agree, true change usually requires people giving something up and so resistance is pretty well guaranteed for any meaningful change.