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

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.

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

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.

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.

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.

The most valuable insight I have made about how people make decisions is that when they become skilled they don't have to make decisions - choices between options. Instead, they can draw on experience and the patterns they have acquired to recognize what to do, ignoring other options. This is the basis of the Recognition-Primed Decision (RPD) model my colleagues and I described thirty years ago.