I don’t think the story takes a position on who is right at what level (and, in fact, it sounds like the story teller herself concedes that leadership should be

I don’t think the story takes a position on who is right at what level (and, in fact, it sounds like the story teller herself concedes that leadership should be digging into why their teams are saying “red light” when it’s a green light). I think the story should be ingested as “we don’t know why someone else can’t obviously see what we see; that problem itself warrants investigations perhaps before any conversation about what to do next.” As it turns out, our company is currently having this problem: the market and employees of my company are screaming at the leadership to not follow through on a business plan, but leadership has their head buried in the sand and are bound and determined to move ahead because all they see is green lights. And sure, there’s enough anecdotes out there about people zagging when everyone else zigs, but I think an unspoken prerequisite to those anecdotes is that you at least made sure you understood why they were zigging.