There needs to be a certain structure to a situation, a certain predictability that allows you to have a basis for the intuition.

Society's epitome of credibility is John Wayne, who sizes up a situation and says, "Here's what I'm going to do" - and you follow him.

Slow adaptation is driven by forces such as evolution. Fast adaptation is driven by forces such as insight.

It is instructive to see how organizations pursue their goal of reducing errors and uncertainty. They impose standards, employ checklists, demand that knowledge workers list assumptions for their conclusions and document all sources. These actions either directly interfere with forming insights or create an environment where insights and discoveries are treated with suspicion because they might lead to errors. They signal to knowledge workers that their job is not to make mistakes. Even if they don't make discoveries, no one can blame them as long as they don't make mistakes.

If you mean, "My gut feeling is telling me this; therefore I can act on it and I don't have to worry," we say you should never trust your gut.

Most corporate decisions aren't going to meet the test of high validity. But they're going to be way above the low-validity situations that we worry about.

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!