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.

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

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.

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.

Intuition is when we use our experience, and the patterns we have learned, to rapidly size up situations and know how to respond without going through deliberate analysis. Intuitions depend on the patterns we have acquired. Insight is about gaining new patterns.

My research suggests that when people get rebuffed they become frustrated and angry, but they would do better to become curious about the reason for the rejection. I also found that people assume that others are like them, operating under the same knowledge, beliefs, constraints and priorities. This mirror assumption makes it easier to speculate about why others act in the way they do, but sometimes the mirror assumption is wrong.

If a situation is very, very turbulent, it has low validity, and there's no basis for intuition.