Sublime

All these cases (Yamamoto, Stark, Chalfie, Gopnik, Darwin, and Wallace) follow a connection strategy for making insights. The person making the discovery gets some new piece of information and sees how it combines with other information to form a new idea.

actually prefer to think of what I’m calling strategy here as research and insights,

Intuition is the use of patterns they’ve already learned, whereas insight is the discovery of new patterns.

who use expertise as their avenue to entrepreneurship.

His life’s work is devoted to helping experts build better businesses.

firm whose practice-mix was made up predominantly of clients who, rather than needing the profession’s most creative talent, wanted to find a firm that had accumulated experience in handling certain types of problems, and would not take an expensive “start with a blank sheet of paper” approach to the problem.

Rather than retreating all the way to the left, strategy A in the diagram, scientists, intelligence analysts, and others could use a different strategy: to make the most extreme statements that they can defend, strategy B.

Whether professionals have a chance to develop intuitive expertise depends essentially on the quality and speed of feedback, as well as on sufficient opportunity to practice.

Organizations stifle insights because of forces locked deep inside their DNA: they value predictability, they recoil from surprises, and they crave perfection, the absence of errors.