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.

If a situation is very, very turbulent, it has low validity, and there's no basis for intuition.

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.

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

Rigor is not a substitute for imagination.

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.