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.

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

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.

The ability to help others gain insights seems very important to me, and I think one of the most effective, but most difficult, ways is to listen sympathetically when people seem to be saying stupid things or thinking in confused ways. Rather than write them off, we can try to diagnose what is wrong with their thinking - what flawed belief they might be holding. And then search for ways that enables them to discover the flawed belief for themselves.

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.

People sometimes are so confident in their flawed beliefs that they get stuck - fixated - and as a result are blinded to insights that are right in front of them.