intuition

A supervisor's intuition can be a top-notch decision-making tool. But first you must develop your intuitive powers, then learn to trust your instincts.

The author, a member of MLO's Editarial Adviso ry Board, is professor ot pathology at Hershey Medical Center, Pennsylvania State University

The work day for most supervisors Is punctuated by a series of decisions. Knowledge and experience determine whether these calls are made easily or with trepidation.

Today's laboratory leaders face great challenges "in decision making, The responsibilities of fiscal constraints, legal implications, personnel safety, and morale are complicated by the increasing complexity of information and an accelerating rate of change.


There are two cognitive approaches to decision making and problem solving-analytical and intuitive.

*Analytical decision making. Some professionals use this approach exclusively. They rely on such decision-making tools as data processing, algorithms, systems thinking, and decision trees. Computerized artificial intelligence is their Holy Grail.

Analytical thinking-also called systematic, logical, and rational or left-brain thinking-is a sequential thought process. Analytical thinkers select the most promising approach to a problem. They exercise their judgment at each step, and each step must be correct. Anything irrelevant is excluded, The search ends when they find what appears to be a good solution.(1)

Managers and investigators who treat problem solving as a science often fail to come up with creative ideas, instead depending entirely on the rational approach.

Intuitive decision making. It has been said that problem solving without creative thinking is a garden without seeds.(2) This process is also referred to as creative or right-brain thinking, insight, intuition, or gut reaction.

Our subconscious mind serves as a huge memory storehouse, much like that of a computer bank. Unfortunately, we don't have a "hot button" to release the data, although a few of us pay dearly to have psychoanalysts help us do this. Psychologists have long held that the subconscious is more than an information storehouse-the information filed there is constantly being processed and analyzed. This is where our creativity resides.

What flows out of our subconscious may be perfect. Mozart composed a note-perfect symphony, written in one flow of ideas.(3) On the other hand, the messages that surface may be incomplete or highly flawed.

Hard-nosed executives no longer scoff at intuitive thinking. Many industrialists now freely admit that intuition is a key element in the mental processes that lead to conclusions and decisions. In fact, the higher a person rises in an organization, the more intuition he or she needs for longrange planning. Typically, creative thinking is strongest at the top and at the bottom. Studies indicate that the middle hierarchical layer remains largely untapped.(4) Maybe that is why this layer is so susceptible to downsizing.

The cognitive style of intuitive thinkers differs markedly from that of analysts.(5) When analysts gather information, they are guided by plans or clues. They collect only information that relates to these starting points. The data processing that follows is orderly and algorithmic.

Intuitive thinkers are more data receptive. They generate many alternatives, and their search goes on even after a promising solution is found. This process also forms the basis for the brainstorming strategy of group problem solving.(1)

In intuitive data processing, the steps need not be sequential or even correct. There is hop-skipand-jump thinking, with more imagery than words. For example, when screening job applicants, the insightful supervisor is not content with mere words in a resume. He or she pictures the person at the bench-as a functional member of a work group.

Which approach should you use'? While computer scientists search for programs that will make decisions for us, behavioral psychologists provide useful tips for optimizing our intuition. Obviously, a combined approach that draws on our knowledge, insight, and experience is the most effective strategy. However, the main thrust of this article Is to share some techniques for making better use of your intuitive process.

Turning on the intuitive process. Apparently, the subconscious mind does not function well when we are mulling over a problem. That is, it works best when we're either not thinking about anything at all, or when we're concentrating totally.(3) Some people need to be stretched by a flow of talk, a debate, or a battle of wits and repartee." This suggests that, although our cerebral energy is finite, additional power is available for short bursts of time. When we turn off our rational power-our left-brain activity-there is more energy for intuitive or right-brain cogitation.

Improving intuitive problem solving. The first step is to determine the ambiance or behavior that triggers your ideas. Different people respond to different stimuli. One popular technique is to ponder a problem just before dropping off to sleep. Joyce Brothers, the wellknown psychologist, is a strong proponent of the sleep process. Before going to sleep, she makes a mental note of the three most important things she wants to do the next day. After arising, she tries to accomplish each one.(7)