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

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

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

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.

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.

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.

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.