People sometimes are so confident in their flawed beliefs that they get stuck - fixated - and as a result are blinded to insights that are right in front of them.

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

By the time executives get to high levels, they are good at making others feel confident in their judgment, even if there's no strong basis for the judgment.

Rigor is not a substitute for imagination.

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.

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.