Sublime

Knowledge. Did the person know something, some fact, that others didn

Recognitional decisions depend on decades of experience to build up hundreds and thousands of patterns.

the power of contradictions.

made rapid decisions by recognizing how the situations they encountered fit the patterns they had learned. The pattern-matching part of their decisions was fast and automatic.

The goal of helping people perform their jobs better makes sense only if they have well-defined and stable jobs.

The recommendation to filter out irrelevant data sounds good as long as we know in advance which data are relevant.

shifting to a better story about how things work.

Insight advocates could share what they learn by using stories.

Motivation and competing priorities.