Developing Intuition in DecisionMaking
Developing Intuition in DecisionMaking
[#8 in a series of 9 articles] Contributed by Jane Mara - www.intuitivethinking.com.au
Series compiled by leading business-mentor, Michael Donovan –iMentor-pro
We frequently recall that we knew information about other people or situations in advance and sometimes call it a ‘hunch’ or a ‘gut feeling’. Often this comes to us as a flash of information, even a warning of an immediate danger. We have not arrived at this conclusion by use of logic or detailed analysis. This is intuition.
When we lived in tribal communities, intuition was highly valued. Intuition is regaining its credibility as science has recently confirmed its validity in all aspects of decision-making. Intuition called the ‘smart guess’ according to Daniel Goleman, (author of numerous books on Emotional Intelligence) is an essential component of self awareness, our ability to understand ourselves which enables to be more empathetic, to have an understanding of other people and their situations.
These skills are mandatory for both mentors and mentees in their working relationship. Mentors provide guidance and direction for business leaders about how to think about business issues and their careers. Yet how well do we understand the decision-making process? Perhaps the famous quote: “We do not see things as they are, we see them as we are” is a first step to acknowledge that our assumptions, beliefs, values and our emotions influence our decision-making far more than we realise.
Think of it like the iceberg where only some is showing above the surface, who we are (essence), genetics (our family inherited qualities), environment, culture, programming, experience, learning, filters (how we interpret information) are just the tip of the iceberg. The real action occurs below the surface.
Our emotional brain, often called the primitive brain and the amygdala, is the ‘activator’ of the flight / fight mechanism that ensures our survival. The amygdala often plays a major role by hi-jacking our emotions. We do not make decisions logically – the left brain hemisphere, the home of logic and analysis is connected to the right brain where intuition, creativity and spatial abilities reside. They work together, not separately. The other factors below the surface of the iceberg, our emotions, feelings, intuition are the primary factors in decision-making. Of course we can master the art of ignoring these feelings, often to our detriment. This can result in stress in the body.
Intuition is critical to success in a mentoring relationship:
As a mentee or as a mentor, your intuition is a tool which continually provides invaluable information. How many times have you ignored your intuition, later to recognise its correctness? Your intuitive mind is alive and active at all times, ignoring it is foolhardy. The hard data can provide facts that must be taken into account, creating a balance between factual information and intuition will always lead to better quality decision-making.
The information overload that we experience daily, combined with less time for planning and development of new strategies and products, mean that decision-making is stressful, with little time for analysis. Intuition is particularly suited in environments of rapid change where innovation and creativity are encouraged to thrive. Successful visionary leaders rely on their intuition. Researchers have discovered that the higher up the corporate ladder a business leader progresses, the more they do rely on intuition and that 80% of successful CEOs have a highly developed intuitive decision-making style.
Further, 2003 research by the US based Miller Heiman organisation and Harvard Business School reveals that when complexities create pressure, very senior executives ‘default’ to a decision-making style closely aligned to their intuitive sense.
You can activate your intuition on demand:
Intuition is a skill that we are all born and that can be accessed intentionally, if you choose to work with it. In our fast paced world there is simply not enough time to digest all the information that is available. Decisions have to be made. The analysts have ruled our decision-making relying on the hard facts yet this has not served our needs. Research tells us that 50% of decisions made logically are later proven to be wrong. The business leader making a decision is ultimately held accountable for the outcome.
So how do you get in touch with your intuition? The first step is to acknowledge that it exists and to recognise how your intuition shows up for you. We are all different and each one of us has their own dominant intuitive response. The willingness to slow down and take the time to access your intuition is essential to listening to your inner voice. Many business leaders today actively practice meditation and creative visualisation techniques. These methods are excellent ways to get in touch with your intuition. The best ideas that you have rarely occur when sitting at the desk or in a meeting. Many business leaders say that when their active mind is more relaxed in another activity, for example, walking, working out or in the shower, then ‘Aha’ moments occur. Sounds simple, does it not? Many people are so stressed and with their schedules constantly overloaded they have lost touch with their own innate wisdom of intuition.
Remember that Archimedes found his most famous solution while in the bath, and shouted, ‘Eureka!’, meaning ‘I have found it’.
The University of Queensland Business School has studied the role of intuition in management decision-making. UQ PhD student, Marta Sinclair began her research by reviewing the factors that influence managerial choice of decision – making styles. Cognitive research tells us we process information in parallel, using rational analysis on the conscious level, whilst relying on emotional cues on the non-conscious level.
We are capable of using intuition and analysis simultaneously and interchangeably, without being aware of it. The integration of analytical/intuitive management styles has been highlighted in many management texts - Herbert Simons’ idea that ‘analytical and intuitive management styles are complementary components of effective decision making styles’ is one example.
The context of the problem, the type of decision and the person making the decision determined what type of decision-making style was adopted. For example, if the problem had complex, contradictory or little information surrounding the facts, the intuitive decision making style was more useful than the logical approach.
The organisational culture has a major impact on whether intuition is acceptable, for example a ‘command and control’ structure is unlikely to entice employees to feel confident in expressing their intuitive thinking.
Would you be willing to listen to an employee who said to you: ‘I just have a gut feeling about this project?’ Some companies have done so with great success. DuPont discovered that their product development time shortened from three years to just less than three months by actively engaging their intuition in their product planning.
Management students at Harvard Business School are taught the importance of recognising intuition and its role in the decision-making process. Intuition is particularly relevant when the ‘hard’ data is contradictory or is not accessible. Relationships with people your staff, your customers, peers and associates can be easily enhanced using your intuitive mind.
As Henry Mintzberg of the McGill University Faculty of Management proposes:
‘“Organisational effectiveness lies in a blend of clear- headed logic and powerful intuition’.
Activate your intuition now:
Activating your intuition intentionally brain requires a quiet mind. The constantly active mind (likened to a mumbling tramp) blocks your intuition. So the first step is to learn to relax, taking yourself out of your busy mind set into a more relaxed state.
Try this technique to totally relax your body and to quieten your busy mind. It will take 10 minutes the first few times you use the technique. With more frequent practice, you will find that you access the state of relaxation quickly and with ease.
Relaxation Technique:
Sit in a comfortable chair, with your hands on your lap. Make sure you will not be disturbed during this time – turn off the telephones, place a ‘Do Not Disturb – Relaxation at Work’ sign on your door.
Become aware of your breathing, become aware of your breath. Inhale deeply through your nose and exhale deeply through your mouth. Slow down your rate of breathing counting to 5 silently on the in breath and exhaling to the count of 10 silently on the out breath. Imagine that you are standing under a waterfall with water slowly running down over your body from the top of the head to your toes. Visualise the top of your head, relaxing, your eyes relaxing, cheekbones relaxing, the jaw relaxing, the neck and shoulders relaxing. Remove all tension from these areas. Arms relaxing, your hands in your lap relaxing. Relax your throat, your chest, abdomen, legs, to the toes every part of your body is now relaxed continuing to visualise the waterfall washing away any tension any anxiety or stress in your body
Feel the relaxation of the waterfall – become aware how relaxed you can be. Use this technique whenever you feel tense or stressed during the day. You can also use this technique to help you fall asleep to experience a peaceful nights rest.
In Summary:
- Your intuition can be deliberately accessed and is an invaluable tool for higher quality decision-making.
- Using your intuitive mind will ensure that you experience greater understanding and empathy with other people.
- Choosing to relax and de-stress will enable you to become more intuitive
- Your Intuition is a skill that can be trained and strengthened
- The ability to balance intuition with logical analysis is your ‘secret weapon’
This copyright article is also available from our web site in Downloads – see link below
Jane Mara is Managing Director of the company - Intuitive Thinking Pty Ltd. She mentors business leaders to access and use their intuitive mind, intentionally in conjunction with the logical mind. She is available for one to one programs, team facilitations and keynote presentations.
Visit the web site www.intuitivethinking.com.au or email jane@intuitivethinking.com.au
© Copyright: This article remains the property of Intuitive Thinking Pty Ltd.
The content of ideas, concepts and experiences that make up this series of nine articles have been contributed from a number of sources and authors. Assembly by leading business-mentor, Michael Donovan, Managing Director, iMentor-pro 1300 720 190
Developing Intuition in DecisionMaking - To learn more about this author, visit Michael Donovan's Website.
Like this article? Share it with your friends
Developing Intuition in Decision-Making
[#8 in a series of 9 articles] Contributed by Jane Mara - www.intuitivethinking.com.au
Series compiled by leading business-mentor, Michael Donovan –iMentor-pro
We frequently recall that we knew information about other people or situations in advance and sometimes call it a ‘hunch’ or a ‘gut feeling’. Often this comes to us as a flash of information, even a warning of an immediate danger. We have not arrived at this conclusion by use of logic or detailed analysis. This is intuition.
When we lived in tribal communities, intuition was highly valued. Intuition is regaining its credibility as science has recently confirmed its validity in all aspects of decision-making. Intuition called the ‘smart guess’ according to Daniel Goleman, (author of numerous books on Emotional Intelligence) is an essential component of self awareness, our ability to understand ourselves which enables to be more empathetic, to have an understanding of other people and their situations.
These skills are mandatory for both mentors and mentees in their working relationship. Mentors provide guidance and direction for business leaders about how to think about business issues and their careers. Yet how well do we understand the decision-making process? Perhaps the famous quote: “We do not see things as they are, we see them as we are” is a first step to acknowledge that our assumptions, beliefs, values and our emotions influence our decision-making far more than we realise.
Think of it like the iceberg where only some is showing above the surface, who we are (essence), genetics (our family inherited qualities), environment, culture, programming, experience, learning, filters (how we interpret information) are just the tip of the iceberg. The real action occurs below the surface.
Our emotional brain, often called the primitive brain and the amygdala, is the ‘activator’ of the flight / fight mechanism that ensures our survival. The amygdala often plays a major role by hi-jacking our emotions. We do not make decisions logically – the left brain hemisphere, the home of logic and analysis is connected to the right brain where intuition, creativity and spatial abilities reside. They work together, not separately. The other factors below the surface of the iceberg, our emotions, feelings, intuition are the primary factors in decision-making. Of course we can master the art of ignoring these feelings, often to our detriment. This can result in stress in the body.
Intuition is critical to success in a mentoring relationship:
As a mentee or as a mentor, your intuition is a tool which continually provides invaluable information. How many times have you ignored your intuition, later to recognise its correctness? Your intuitive mind is alive and active at all times, ignoring it is foolhardy. The hard data can provide facts that must be taken into account, creating a balance between factual information and intuition will always lead to better quality decision-making.
The information overload that we experience daily, combined with less time for planning and development of new strategies and products, mean that decision-making is stressful, with little time for analysis. Intuition is particularly suited in environments of rapid change where innovation and creativity are encouraged to thrive. Successful visionary leaders rely on their intuition. Researchers have discovered that the higher up the corporate ladder a business leader progresses, the more they do rely on intuition and that 80% of successful CEOs have a highly developed intuitive decision-making style.
Further, 2003 research by the US based Miller Heiman organisation and Harvard Business School reveals that when complexities create pressure, very senior executives ‘default’ to a decision-making style closely aligned to their intuitive sense.
You can activate your intuition on demand:
Intuition is a skill that we are all born and that can be accessed intentionally, if you choose to work with it. In our fast paced world there is simply not enough time to digest all the information that is available. Decisions have to be made. The analysts have ruled our decision-making relying on the hard facts yet this has not served our needs. Research tells us that 50% of decisions made logically are later proven to be wrong. The business leader making a decision is ultimately held accountable for the outcome.
So how do you get in touch with your intuition? The first step is to acknowledge that it exists and to recognise how your intuition shows up for you. We are all different and each one of us has their own dominant intuitive response. The willingness to slow down and take the time to access your intuition is essential to listening to your inner voice. Many business leaders today actively practice meditation and creative visualisation techniques. These methods are excellent ways to get in touch with your intuition. The best ideas that you have rarely occur when sitting at the desk or in a meeting. Many business leaders say that when their active mind is more relaxed in another activity, for example, walking, working out or in the shower, then ‘Aha’ moments occur. Sounds simple, does it not? Many people are so stressed and with their schedules constantly overloaded they have lost touch with their own innate wisdom of intuition.
Remember that Archimedes found his most famous solution while in the bath, and shouted, ‘Eureka!’, meaning ‘I have found it’.
The University of Queensland Business School has studied the role of intuition in management decision-making. UQ PhD student, Marta Sinclair began her research by reviewing the factors that influence managerial choice of decision – making styles. Cognitive research tells us we process information in parallel, using rational analysis on the conscious level, whilst relying on emotional cues on the non-conscious level.
We are capable of using intuition and analysis simultaneously and interchangeably, without being aware of it. The integration of analytical/intuitive management styles has been highlighted in many management texts - Herbert Simons’ idea that ‘analytical and intuitive management styles are complementary components of effective decision making styles’ is one example.
The context of the problem, the type of decision and the person making the decision determined what type of decision-making style was adopted. For example, if the problem had complex, contradictory or little information surrounding the facts, the intuitive decision making style was more useful than the logical approach.
The organisational culture has a major impact on whether intuition is acceptable, for example a ‘command and control’ structure is unlikely to entice employees to feel confident in expressing their intuitive thinking.
Would you be willing to listen to an employee who said to you: ‘I just have a gut feeling about this project?’ Some companies have done so with great success. DuPont discovered that their product development time shortened from three years to just less than three months by actively engaging their intuition in their product planning.
Management students at Harvard Business School are taught the importance of recognising intuition and its role in the decision-making process. Intuition is particularly relevant when the ‘hard’ data is contradictory or is not accessible. Relationships with people your staff, your customers, peers and associates can be easily enhanced using your intuitive mind.
As Henry Mintzberg of the McGill University Faculty of Management proposes:
‘“Organisational effectiveness lies in a blend of clear- headed logic and powerful intuition’.
Activate your intuition now:
Activating your intuition intentionally brain requires a quiet mind. The constantly active mind (likened to a mumbling tramp) blocks your intuition. So the first step is to learn to relax, taking yourself out of your busy mind set into a more relaxed state.
Try this technique to totally relax your body and to quieten your busy mind. It will take 10 minutes the first few times you use the technique. With more frequent practice, you will find that you access the state of relaxation quickly and with ease.
Relaxation Technique:
Sit in a comfortable chair, with your hands on your lap. Make sure you will not be disturbed during this time – turn off the telephones, place a ‘Do Not Disturb – Relaxation at Work’ sign on your door.
Become aware of your breathing, become aware of your breath. Inhale deeply through your nose and exhale deeply through your mouth. Slow down your rate of breathing counting to 5 silently on the in breath and exhaling to the count of 10 silently on the out breath. Imagine that you are standing under a waterfall with water slowly running down over your body from the top of the head to your toes. Visualise the top of your head, relaxing, your eyes relaxing, cheekbones relaxing, the jaw relaxing, the neck and shoulders relaxing. Remove all tension from these areas. Arms relaxing, your hands in your lap relaxing. Relax your throat, your chest, abdomen, legs, to the toes every part of your body is now relaxed continuing to visualise the waterfall washing away any tension any anxiety or stress in your body
Feel the relaxation of the waterfall – become aware how relaxed you can be. Use this technique whenever you feel tense or stressed during the day. You can also use this technique to help you fall asleep to experience a peaceful nights rest.
In Summary:
- Your intuition can be deliberately accessed and is an invaluable tool for higher quality decision-making.
- Using your intuitive mind will ensure that you experience greater understanding and empathy with other people.
- Choosing to relax and de-stress will enable you to become more intuitive
- Your Intuition is a skill that can be trained and strengthened
- The ability to balance intuition with logical analysis is your ‘secret weapon’
This copyright article is also available from our web site in Downloads – see link below
Jane Mara is Managing Director of the company - Intuitive Thinking Pty Ltd. She mentors business leaders to access and use their intuitive mind, intentionally in conjunction with the logical mind. She is available for one to one programs, team facilitations and keynote presentations.
Visit the web site www.intuitivethinking.com.au or email jane@intuitivethinking.com.au
© Copyright: This article remains the property of Intuitive Thinking Pty Ltd.
The content of ideas, concepts and experiences that make up this series of nine articles have been contributed from a number of sources and authors. Assembly by leading business-mentor, Michael Donovan, Managing Director, iMentor-pro 1300 720 190
Developing Intuition in DecisionMaking - To learn more about this author, visit Michael Donovan's Website.
Like this article? Share it with your friends
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Valuable information about intuition and its role in decision-making!
Commented on Developing Intuition in DecisionMaking. |
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Good way to compare the topic with respect to Time
Commented on Developing Intuition in DecisionMaking. |
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