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.

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.

You shouldn't trust the judgments of stock brokers picking individual stocks.

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.

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.