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.

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.

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!

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.

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

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.

Rigor is not a substitute for imagination.