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!

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.

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 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.

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

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.

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