Harvard Business Review
One decision-making tool—human intuition—seems to offer a reliable alternative to painstaking fact gathering and analysis. Encouraged by scientific research on intuition, top managers feel increasingly confident that, when faced with complicated choices, they can just trust their gut. Indeed, a survey that was conducted in May 2002 by executive search firm Chris tian & Timbers reveals that fully 45% of corporate executives now rely more on instinct than on facts and figures in running their businesses.
"The Golden Gut"
At best, an intuitive leap can mark a breakthrough. "When you're entering an area where the unknowns are high, and experience is important, if you don't rely on intuition you're cutting yourself short," says Howard Gardner, professor of cognition and education at Harvard University.
Investor's Business Daily
FAST Company's John Byrne climbs a steep learning curve
"... I'm learning to follow my intuition."
Bizjournals.com - USA
DON'T ignore intuition
Almost all business owners I've worked with have a bad story of what happened when they ignored their intuition.
Intuition At Work
article by Roger Frantz
What do Chrysler chairman Robert Eaton and Albert Einstein have in common? They both found value in using their intuition!
ADVICE ABOUT INTUITION FROM BUSINESS LEADERS...
CEO of the Walt Disney Company
"Balanced emotions are crucial to intuitive decision making."
"One of our greatest gifts is our intuition. It is a sixth sense we all have — we just need to learn to tap into and trust it."
Founder and chairman of Japan 's Sony Corp.
Asked in an interview, "What is the secret of your success?" He said he had a ritual. Preceding a business decision, he would drink herbal tea. Before he drank, he asked himself, "Should I make this deal or not?" If the tea gave him indigestion, he wouldn't make the deal. "I trust my gut, and I know how it works," he said. "My mind is not that smart, but my body is."
Chief executive officer, president and chairman of Hewlett — Packard
"Engage your heart, your gut, and your mind in every decision you make."
"I think leadership takes what I call a strong internal compass. When the winds are howling and the storms are raging and the sky is cloudy so you have nothing to navigate by, a compass tells you where the north is, I think when you're in a difficult situation, a lonely situation, you have to rely on that compass to tell you if you're doing the right things for the right reasons in the right ways. Sometimes that's all you have."
Management consultant and best selling author
"Leaders trust their guts. "Intuition" is one of those good words that has gotten a bad rap. For some reason, intuition has become a "soft" notion. Garbage! Intuition is the new physics. It's an Einsteinian, seven-sense, practical way to make tough decisions. Bottom line, circa 2001 to 2010: The crazier the times are, the more important it is for leaders to develop and to trust their intuition."
MIT Sloane School of Management
"People with high levels of personal mastery...cannot afford to choose between reason and intuition, or head and heart, any more than they would choose to walk on one leg or see with one eye."
Vice president for marketing at LeapFrog
"We use gut instinct a little bit like scientific principle, where we've got a hypothesis — a spark that comes from gut instinct — and we'll try to validate it with teachers, children, and parents. If there's a big difference between our research and our instinct, it sends up a red flag. Many times we find the instinct was correct, but that in the research, the vision didn't come through well enough. Other companies might walk away. When we've got a great feeling about a product, we don't walk away."
Chairman of advertising agency Crispin Porter & Bogusky
creator of the BMW Mini campaign
"When it comes to creating advertising, we don't research it. We don't believe in testing ads with focus groups. We know that kind of research doesn't ever work. So when we finish an ad, the system we use is, Do you feel it? Do you feel when you look at this ad that it's going to resonate with people? Will it reach out and grab them? Basically we use instinct, because we know the audience so well."
Chairman of New Hope Communications
"If I don't feel good in my stomach about a decision," Greene told me, "I don't care if the numbers say we're going to make a billion dollars. That's how important intuition is to me. It's an actual feeling either way. When it doesn't feel good, it's just like a stomachache or a nervous stomach. and when a decision feels right, it's like a great meal."
Founder and Chairman of the YO! Sushi chain of restaurants
"So what I do now is instead of deciding whether to do it or not, I simply say, 'right Simon, your job for the next three months is simply to research this project'. Whether you do the project or not is irrelevant. At the end of three months, you have a knowledge base that provides you with the information on whether to do it or not. The rest is intuition — does it feel right."
Chair and CEO of Wisconsin Energy Corporation
"As we move to a deregulated marketplace, we don't have this slow process of hearings and review and two years to make a decision. We now have to make decisions in a timely manner. And that means that we process the best information that's available and infer from it and use our intuition to make a decision."
Author of Managing the Future
"Innovation, by its nature, means that you're doing something that's never been done before. There are no step-by-step recipes, and no market research can guarantee success. But going with your gut can become a kind of sixth sense that can tell you to "keep the faith and continue" or "throw in the towel." It can help you read people's true intentions and character, it can help you spot trouble spots, and think of novel solutions to problems, and alert you very quickly when something's not working. The only time intuition will not work is when we tune it out. "When we're greedy or when we're needy, intuition has no ignition."