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

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

If you are committed to the change, you're going to have to sideline the skeptics, or at least keep them under control. There may be a temptation to move them out but skeptics have a value - flagging weaknesses in the plan. Ideally, you will enlist their critical stance by challenging them to find ways to improve the plan as you go forward.

Many business intuitions and expertise are going to be valuable; they are telling you something useful, and you want to take advantage of them.

First, the skill of storytelling helps to galvanize your team. Second, the discipline of storytelling requires leaders to be clear about their intentions and to prioritize what fits into the story versus secondary goals and issues. Third, there is possibly an artifact here - great storytellers can make their exploits and achievements sound very exciting and memorable. Successful leaders who are not good storytellers won't get the acknowledgement and appreciation they deserve.

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

Rigor is not a substitute for imagination.