One of the areas I studied during my MBA involved a look at how innovation and creativity manifest themselves in individuals and organisations.
Part of this considers the perception we have of intuition. Rather than it be a ‘magical’ ability that some possess and others do not, it is argued that intuition is more a matter of ‘expert recognition’ i.e. a ‘by-product of of training and experience that has been stored as knowledge’. (Simons, 1988).
Traditionally, in the West we have always sought to rationalise decision making, and this has implications upon the value placed upon both individuals in organisations, and the role they play.
I have a friend who has little ‘formal’ education, but is an insightful people manager who always seems to know what to say and when to achieve the best out of people, in sometimes complex political environments. Luckily the organisation in which she works recognises this, and she holds a senior leadership position.
Similarily, our judgement is affected by patterns that might seem rational, are in fact a product of what we might expect to happen.
Try this test;
Which of the following birth orders is more likely?
BGBBGB
or
BBBBGB
Most people assume the first, in actual fact both are as likely to happen.The same would be true if we were to toss coins. This is what is called representativeness bias. (Thanks to the Open University for the exercise).
I’m interested in the impact this has not only on the individual, but also upon decision making in organisations. How do we reduce bias, but harness and leverage intuition?
Thoughts? Does your business/organisation place value upon tacit knowledge or ‘intuition’?
Clik here to view.
Part of this considers the perception we have of intuition. Rather than it be a ‘magical’ ability that some possess and others do not, it is argued that intuition is more a matter of ‘expert recognition’ i.e. a ‘by-product of of training and experience that has been stored as knowledge’. (Simons, 1988).
Traditionally, in the West we have always sought to rationalise decision making, and this has implications upon the value placed upon both individuals in organisations, and the role they play.
I have a friend who has little ‘formal’ education, but is an insightful people manager who always seems to know what to say and when to achieve the best out of people, in sometimes complex political environments. Luckily the organisation in which she works recognises this, and she holds a senior leadership position.
Similarily, our judgement is affected by patterns that might seem rational, are in fact a product of what we might expect to happen.
Try this test;
Which of the following birth orders is more likely?
BGBBGB
or
BBBBGB
Most people assume the first, in actual fact both are as likely to happen.The same would be true if we were to toss coins. This is what is called representativeness bias. (Thanks to the Open University for the exercise).
I’m interested in the impact this has not only on the individual, but also upon decision making in organisations. How do we reduce bias, but harness and leverage intuition?
Thoughts? Does your business/organisation place value upon tacit knowledge or ‘intuition’?
Image may be NSFW.
Clik here to view.Image may be NSFW.
Clik here to view.Image may be NSFW.
Clik here to view.
Image may be NSFW.Clik here to view.
Image may be NSFW.Clik here to view.
Image may be NSFW.Clik here to view.
Clik here to view.
