Tag Archives: instinct

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

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To date, our collective approach to human intelligence often relies on outdated concepts.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.

Pathways Beyond Logic

Logic and reason alone can no longer guide us toward innovation or success.  They will not be enough to get us to the level of creativity and reinvention we need to address the challenges of the new economy.  We need to deal with the deeper part of human nature: intuition and instinct.  Science, evidence in the real world, and experience tell us that our intuition and our instincts, although sometimes difficult to completely understand, very often point us in the right direction.  Sometimes they can even save our lives.  To positively influence the deeper part of ourselves, we need to appeal to the heart and engage the guts. We need to honor the sometimes-cryptic clues sent up from many accomplished people in science, industry, and the military.  As business leaders we can take steps to create a corporate atmosphere that speaks to the hearts and instincts as well as the minds of our employees.  Doing so puts a great deal of agility and creative power to work for our companies.  One powerful way we can harness the creative power of our teams is by introducing rituals at key moments in business ideation and development.  Management and leadership—which increasingly require dealing with human motivation, behavioral change, and, now more than ever, sustainable innovation—are much more about the intangible part of business than about what’s tangible, much more about the unconscious part of human interactions that about the conscious part.

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

What is Intuitive Intelligence?

Intuitive Intelligence is a set of skills I designed that uses intuition to get to the instinctual and nonconscious parts of our minds.  It can be learned and developed, but because instinct does not operate in the same way as reason, Intuitive Intelligence requires unusual forms of learning and thinking.  This is why understanding intuition is key.

Intuition doesn’t seek “the truth” or even “sense.” Intuition is completely open to non-sense.  It dives down into the depths of the unconscious where reason and instinct collide in unexpected ways, and it latches onto hidden connections and contradictions.  Then it brings this information—via an unusual sign, a rare sensation, an unexpected feeling, or a seemingly irrelevant fact—to the surface of consciousness to feed the rational mind and enable logic to work with paradox.  Intuition empowers us to operate in the zone of ambiguity and change, the exact place where imagination and genius occur.

Intuitive Intelligence helps us survive in new and changing environments by incorporating intuition and instinct into our thought process and our business endeavors.  The purpose of instinct is survival.  Its ultimate mission is to ensure the sustainability of our species.  It understands how to collaborate with and with and adapt to our ecosystems. This is its inherent wisdom.  This is why Intuitive Intelligence is so needed today.

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

 

How to Navigate the Tension Between Reason and Instinct in Social Media Marketing (Use Your Intuition!)

This article is fantastic because it really captures the tension between reason and instinct that must be balanced in order to come up with brilliant marketing ideas. The hard core analytics are essential in getting to know your audience and what they respond to, and yet “There’s an intuitive art to striking a chord with people and making them want to associate with you.” We couldn’t have said it better ourselves.

http://www.forbes.com/sites/oracle/2014/04/11/keys-to-the-art-and-science-of-social-marketing/

Dealing with Chaos and Uncertainty

In my seminars at L’Oréal, SAP, and other companies, I often recount Edgar Allan Poe’s “A Descent into the Maelstrom,” a story that beautifully illustrates this aspect of chaos theory. It describes how three brothers go out on their fishing boat only to be caught in “the most terrible hurricane that ever came out of the heavens.” The storm drives their boat into a powerful whirlpool, the maelstrom of the title. One brother is thrown over board into the whirlpool and quickly carried under. Another brother goes mad with terror. But the third brother is suddenly struck by the awesome beauty of the maelstrom. With an inner calm he notices that some objects are being spun around at the top of the whirlpool rather than sucked into it. Unable to convey this to his mad brother, he submits himself to the sea, cling onto a barrel, and rides the maelstrom until it subsides and he is rescued. In the meantime the mad brother, because he fights the chaos rather than submitting to it, drowns when their boat spirals down to the depths. Although the experience turns the surviving brother’s hair white and makes him look older that his age, it give him a deep insight into the working of nature, and an enduring serenity.
I always remind participants that Poe’s story shows that the way each one of us chooses to handle confusion and chaos may have a huge impact on the final outcome for everybody. Each brother acted his own way and by doing so chose his own final outcome. In Poe’s story, when the third brother decides, in spite of his fear, to give up the fight with the maelstrom, he actually facilitates the organizing principle creates all the marvels that have evolved in nature. In our minds, it brings reason, feeling, and instinct into balance, if only we have the wisdom to trust it and stop trying to override it.
Excerpted from The Intuitive Compass, Jossey-Bass, 2011.

How Following Your Passion Can Lead To a Breakthrough

Screen Shot 2014-07-15 at 12.29.18 PMNicholas Woodman, founder of GoPro, gave birth to his star product while playing and living his passion riding the waves on his surfboard. Play is when great breakthroughs can happen, because you are no longer thinking with your rational mind but rather listening to your inners feelings and instinct.

The Mad Billionaire Behind GoPro: The World’s Hottest Camera Company

The Need to Go with Your Gut

Screen Shot 2014-06-24 at 4.57.23 PMThe problem with making big decisions based on complex calculations is that you can’t know all of the variables in an uncertain world. Just because something does not make sense from the point of view of logic does not mean that it lacks value. New ideas – ideas we don’t know yet about – cannot be found in our conscious mind, because we already necessarily know everything that is conscious to us.

Going with your gut

Intuitive Decision-Making: How Google Bought YouTube

How does an analytic company like Google make its
most important
decisions?

 If we are to believe the Google myth, we learn,
first and foremost,
that they test everything:

We test everything at Google. While Read More

The Deloitte Big Shift Index 2009: What’s Missing?

If you have not already read “The Big Shift Index” report from The Deloitte
Center for the Edge
led by John Hagel III, John Seely
Brown
, and Lang Davison you should do so immediately.

 

This first release of the Shift Index reveals a startling fact: the return on assets (ROA) for U.S. firms has steadily fallen to almost one-quarter of 1965 levels; at the same time,  the researchers found modest improvements in labor productivity.

Grim news, indeed. The report also finds:

– The ROA performance gap between winners and losers has increased over time, with the “winners” barely maintaining previous performance levels, while the losers experience rapid deterioration in performance.

– The “topple rate,” at which big companies lose their leadership positions, has more than doubled, suggesting that “winners” have increasingly precarious positions.

– U.S. competitive intensity has more than doubled during the last 40 years.

– While the performance of U.S. firms is deteriorating, the benefits of productivity improvements appear to be captured in part by creative talent, which is experiencing greater growth in total compensation. Customers also appear to be gaining and using power as reflected in increasing customer disloyalty.

– The exponentially advancing price/performance capability of computing, storage, and bandwidth is driving an adoption rate for our new “digital infrastructure” that is two to five times faster than previous infrastructures, such as electricity and telephone networks.
                                     

The Shift
Index
 consists of three indices: Foundation, Flow, and
Impact, and 25 metrics that together quantify the stock, pace, and
implications of the shift. The index enables analysts to
anticipate changes, identify bottlenecks, and guide strategy.
Not everyone, of course, will choose to monitor the same metrics or assign them
the same weights.  Thus, the Shift Index is less a single measure and
more an informational platform that will give rise to a diversity of models
and, a stronger collective sense about the pace and nature of change,
constraints and opportunities within that system.  As constraints
fall away and opportunities increase, old configurations become unstable
and new structures emerge.

 

A number of
key ideas in the report resonated with our observations at The Human Company:


– the importance of creativity and innovation in ROA

– information “flows” over
information “stocks

– passion as a driver for higher productivity

– more and more
discriminating consumers

– consistently declining return
on assets

– increasing rate at which big companies lose their leadership
positions

– rising executive turnover tied to increasing performance pressures

 

However, I was surprised to find one element missing in their measurement model.


What’s missing? Sustainability and its impact on the economy.


 

Sustainability
is the business imperative for our time. From global-warming to competition for natural
resources, sustainability must necessarily sit at the core of any sound
business strategy. The sooner businesses understand this the better.


Organizations will have no choice but to
follow government regulations and anticipate consumers reactions and merciless
communication via ever more powerful social networks aiming at securing a
healthy future.


More importantly employers who align their
businesses to create a more sustainable world will also attract, retain and
empower more and better employees. Sustainability challenges have become so
pressing that they 
not only affect us at a rational and emotional level but they
also threaten our survival instincts. And  as such they are bound to impact employee productivity, loyalty, and creativity. Meaning is the underpinning and decisive factor of human efficiency. How could a corporation careless of its employees’ and
employees’ children future ever encounter long term success in a flat world?

 

In order to maintain competitivity, growth and profitability
organizations will have to build sustainable blueprints for the future. Take a look at Adam Werbach‘s latest book:
Strategy
for Sustainability
.

The Deloitte report is an example of a brilliant work conceived in an
intellectual tradition largely limited to our analytical minds.
Yes, they do mention creativity and talent and yes, they talk about information flows, but I wish they had mentioned sustainability. A quick glance at the Intuitive Compass shows us that Deloitte overlooked the South West Quadrant. Regrettably, this is often the case with our business thinking.

intuitivecompass.gif

Going forward, we cannot leave out the importance of our reptilian brain in its relentless ability to impact every second of our lives and its superior intelligence to sustain our species and hence help us make the best business decisions for a sustainable future (1).

Here’s looking forward to the the 2010 Shift Index; I hope to see a section on sustainability and a study on the decisive intangible dimensions of value creation which intuitive intelligence is designed to help us reckon with.

(1) In 2004 MIT School of Science Picower Insititute for Learning and Memory has shown that the basal ganglia which are parts of our reptilian brain are involved in our most sophisticated decision processes (Nature, Feb 24 2005)