Category Archives: Intuition

Intuitive Intelligence: The New Key to Problem Solving and Decision Making (part 1)

Posted on May 26, 2015 by Bianca Le Mouël

Intuitive Intelligence is a different way to organize and use what we already know and what we are already capable of doing. It helps us understand how to make use of our inherent abilities and aptitudes in the task of creative problem solving and optimum decision making. Intuitive Intelligence activates the profound, yet often intangible, interaction between instinct and play. The four tenets of Intuitive Intelligence are thinking holistically, thinking paradoxically, noticing the unusual, and leading by influence. Each tenet helps us to complement the dualistic and limited nature of the logical mind with the other parts of our mind, which are much more cryptic, much less articulate, but extremely powerful.

1. Thinking Holistically. Holistic means that the totality of a system is more important than the sum of its parts. It is always interesting to think and focus on a holistic approach because we can gain new perspectives and learn new things from it.

2. Thinking Paradoxically. We know many theories, we have had many experiences; they all contribute to our personal belief system and collective knowledge. Although there is definitely more of what we don’t now than there is of what we know, culturally we tend to evaluate everything through what we already know. Embracing new situations and new ideas with an attitude that is as open as it is critical, as candid as it is discriminating, is the only way to enter uncharted territories and conceptualize new ideas. The unconscious does not follow the logic of analytical reason, yet new ideas stem from our unconscious. So we need to open our mind to the paradoxical logic of the unconscious to reach beyond common ideas and beliefs, which is exactly the meaning of the word paradox. To do that is simply requires giving up our need for immediate logical understanding of a situation and trusting our other form of intelligence–at work, for instance when we get insights from our dreams or myths.

Excerpted from The Intuitive Compass, Jossey-Bass, 2011.

Prejudice Against Instinct and Intuition

Posted on March 23, 2015 by Bianca Le Mouël

Many of us—even when we experience success—are uncomfortable with the idea of using our instincts as a guidance tool. We are embarrassed to say that we follow hunches, we mistrust the sometimes-cryptic messages that our instincts send to us, and consequently we diminish our capacity to leverage the power of our own instincts when we need them most. Our discomfort with the idea of relying on our instinct is based on millennia of cultural prejudice.

Leaving all commentary on the value and importance of religion aside, we can still make the observation that most Judeo-Christian religions arrived, in one way or another, as the conclusion that our often crude instinct-driven impulses for food, pleasure, and aggression can stand in the way of spiritual growth and ascension. Think of the common phrase, “We are not like animals.” It tells us that the assumed difference between humans and animals is humans’ ability to reason with our instinctual impulses, and the unspoken message is that reason is a higher and better quality to possess. The thing is, not only are we like animals, we are animals. However, we are animals with the distinct advantage of having both instinct and reason at our disposal. So we don’t actually have to reject either morality of instinct, rather, we have the capacity to honor and call upon both.

What’s more, as much as we may associate “animal instinct” with predation or violent “dog-eat-dog” behavior, the truth is that animals also have an extraordinary capacity for collaboration and playfulness, even with partners who are their enemies (or their lunch) in the animal kingdom. Dr. Stuart Brown has observed animals at length. His research shows an extraordinary series of photographs taken in Manitoba, Canada, by a photographer who captured a chance encounter between a 1,200-pound wild male polar bear and a pack of huskies, the beautiful domesticated dogs that are typically used to pull sleds. In the first frame, the polar bear is seen approaching the huskies with a distinctive predatory gaze. In the next, we see one husky come forward toward the polar bear in what Dr. Brown calls a “play bow,” wagging her tail. In subsequent frames we see the polar bear’s attitude toward the husky transform from predation into playfulness. He withdraws his claws and softens his gaze. They begin to play together and dance around. The polar bear allows the husky to playfully bite his jaw, and the husky allows the polar bear to playfully bite her bared neck. The sequence ends with the polar bear cuddling the husky under his neck.

Instinct can level an otherwise unlevel playing field, as it did with the polar bear and the husky. The husky’s playful approach was the first step in shifting the polar bear’s approach from predatory to conciliatory. With instinct, a quantifiable power advantage can be disabled, which is both a fantastic realization and simultaneously daunting responsibility. What we can take away from this is that instinct is about relationships and instantaneous adaptation to circumstances, and it is about reproduction, territorial protection, and aggression alike. What matters is intention and choosing how we use instinct. As humans, it is our duty to channel our instinctual powers and put them to creative use. Repressing them or devaluing them in the name of logic, or assigning instinct roles it cannot fulfill (such as to be analytically predictive or rational) are not appropriate answers. Play is an incredibly inventive way to leverage instinct.

Excerpted from The Intuitive Compass, Jossey-Bass, 2011.

Instinct and Intuition Can be Trained

Posted on March 12, 2015 by Bianca Le Mouël

Aside from business executives, there are other professionals who use intuition and instinct, and in some cases it is about crude survival tactics. In war, life-and-death decisions must be made instantly, with little if any time for rational analysis. And what’s more impressive is that the army has discovered that the ability to act effectively from gut feelings can be improved through training.

Time after time, the army has learned the “the speed with which the brain reads and interprets sensations like the feelings in one’s own body and emotions in the body language of others is central to avoiding imminent threats.” The U.S. military has spent billions of dollars to protect against improvised explosive devices (IEDs), investing in hardware and technology to seek and destroy these homemade roadside bombs. But experts say it is the human brain that has proven to be the most perceptive detection system. Troops often credit their experience and perception—their gut feelings—for their ability to notice and foil IED attacks.

U.S. troops are a central focus of a large effort to understand how it is that in a life-or-death situation some people’s brains can sense danger and act on it well before others can. Experience matters on the battleground. If you have seen something before, you are more likely to anticipate it the next time. Yet it is not just experience that matters. Research suggests that something else is at work too. “Small differences in how the brain processes images, how well it reads emotions and how it manages surges in stress hormones help explain why some people sense imminent danger before most others do.”

Unfortunately, for some time feelings have been perceived as having little to do with rational decision making. In fact, it has long been thought that they just get in the way of it. But according to Dr. Antonio Damasio, director of the Brain and Creativity Institute at the University of Southern California, “Now that position has reversed. We understand emotions as practical action programs that work to solve a problem, often because we’re not conscious of it. These processes are at work continually.” All scientific facts point to the evidence of an inner knowing preceding our rational mind.

Excerpted from The Intuitive Compass, Jossey-Bass, 2011.

How Instinct and Intuition Can Help You Navigate the Economy 3.0 (Part 2)

Posted on March 1, 2015 by Bianca Le Mouël

In the 1960s, Dr. Douglas Dean, along with his colleague John Mihalasky, studied approximately five thousand executives. Eighty percent of them said they believed in extrasensory perception (ESP) and used it to anticipate and seize profitable business opportunities. ESP is casually referred to as a sixth sense, gut instinct, or hunch, and for this reason ESP pertains to our subject matter: the importance and the role of instinct and intuition in decision making. This belief in ESP did not stem from the fact these highly successful businessmen had any theoretical knowledge of the subject, nor did it indicate that they would seek advice from a person with psychic abilities. It was simply the reflection of a direct experience with these abilities and their concrete applications to business. Dean and Mihalasky also studied a particular subgroup among the initial five thousand executives. They focused on 165 presidents and CEOs of American companies who had doubled or more than doubled their company profits in a five-year period. They found that 80 percent of them had above-average predictive computer test scores; that is, they demonstrated precognitive abilities. This piece of research on the use of everyday intuition for decision making in business led the authors to believe that precognitive ability was a reliable indicator of financial success. According to the authors, measuring potential aptitudes for ESP would be a much better indicator of professional success than other psychometric instruments. Some of the highly successful global companies I have worked for, like Estée Lauder Companies and L’Oréal, do give great importance to intuition. Mrs. Estée Lauder herself would rely greatly on her intuition, and today Estée Lauder Companies CEO Fabrizio Freda insists on maintaining and supporting intuition–in conjunction with a strong analytical capacity–in the work of his teams as a fundamental aspect in the success of the company. L’Oreal’s former CEO, François Dalle, who built the beauty company into a world-renowned multinational, insisted on “intuiting what is arising” as a key competence the beauty company executives had to develop and work with. This type of belief is not limited to the beauty industry. Konosuke Matsushita, Japanese industrialist and founder of Panasonic, once said. “No matter how deep a study you make, what you really have to rely on is your own intuition.”

Dean and Mihalasky’s well-known research has been available since 1974, the year of its publication. It is not new knowledge. And since then, similar studies have produced similar results. Another study was conducted in the 1980s, using two thousand managers over a period of two years. This study revealed that executives used intuition like “explorers” to “foresee” the correct path to follow, but they did so secretly. A well-known 1994 study conducted at the Harvard Business School produced a global survey of more than 1300 practicing managers in nine countries: the United States, the United Kingdom, Austria, Brazil, France, India, Japan, the Netherlands, and Sweden. Of the 1,300 polled executives, 80 percent explained their success through decisions made intuitively, and 75 percent claimed they used intuition and logic equally. However, the study also shows that more than 50 percent of them would not publicly admit to relying on intuition. These last two examples prove that gut feelings and intuition are widely resorted to in business, but that there is definite prejudice against this type of aptitude.

So how come organizations I know and organizations I hear about still evaluate executives on criteria such as team management, interpersonal communication, entrepreneurship, and, more recently, emotional intelligence, but they do not integrate in their evaluation templates the ability to manifest as well as encourage in others instinctual intelligence and intuition at work? How come classes about intuitive skills are still so rare in business schools? A first answer seems obvious: we are culturally uncomfortable with what’s not exact and what cannot be demonstrated. Even if research shows that many successful business minds use intuition, it remains hard to conceptualize intuition and make it a tangible capacity that can be taught and measured. Besides, to share an intuitive opinion or to defend it in a fact-based environment such as a business presentation requires self-confidence and courage. All these issues are cause for leaving the challenging topic of intuition out of modern society in which the scientific mind is clearly seen as a warrant for truth and reliability.

Excerpted from The Intuitive Compass, Jossey-Bass, 2011.

How Instinct and Intuition Can Help You Navigate the Economy 3.0 (Part One)

Posted on February 15, 2015 by Bianca Le Mouël

No, no! You’re not thinking, you’re just being logical.
–Niels Bohr, Nobel Prize winner in physics

To date, our collective approach to human intelligence often relies on outdated concepts. The misplaced expectations we place on the ability of instinct and intuition to guide us in life often obliterates their original contributions. We expect intuition and instinct to give us black and white answers that logic can evaluate. It is simply not their function. Yet this misunderstanding of intuition and instinct. which is evident in questions like “Can I trust my intuition to make the right decision?” or “Can I rely on my guts to do this?” is often encountered in business. This in turn limits our ability to better understand the breadth and depth of a situation and make decisions with a broader perspective, which is exactly what instinct and intuition are meant allow us to do.

It is necessary to better understand how our brain functions in order to better leverage its creative capacity for in-depth reflection, original thinking, and efficient and sustainable decision making. But with the exception of rare initiatives, business schools and educational institutions in general seem quite resistant to change in this field of interest. Our economy is highly complex and unpredictable. This makes traditional decision making, which is predominantly guided by the laws of logic, inoperative or plain dangerous. Therefore we need to better understand our mental life–and its larger potential, which is hidden to the conscious mind yet accessible to the newly educated and insightful individual; this is where intuition and instinct com into play to help us identify in the midst of complex systems the decisive piece of information that would have otherwise eluded our rational mind.

Instinctual aptitudes can be instrumental in business. People who employ instinct and intuition have a more and more decisive competitive advantage when navigating in the new economy. But what exactly is instinct? Here are some simple definitions to keep in mind:

– Instinct is our innate inclination toward a particular behavior (as opposed to a learned response)

– A gut feeling–or a hunch–is a sensation that appears quickly consciousness (noticeable enough to be acted on if one chooses to) without us being fully aware of the underlying reasons for its occurrence.

– Intuition is a process that gives us the ability to know something directly without analytic reasoning, bridging the between the gap conscious and nonconscious parts of our mind, and also between instinct and reason.

In everyday language these three terms can at times be substituted for one another. Some people may also understand or define these words differently. But at The Human Company, these definitions reflect the specific meaning we attach to each.
Excerpted from The Intuitive Compass, Jossey-Bass, 2011.