Human intuition cannot be replicated by computers and can drive innovation within organisations
We are living in a period of unprecedented turbulence. The workplace continues to be disrupted by the consequences of coronavirus and the ensuing social and political fallout. At the same time, disruptive technologies like artificial intelligence (AI) are advancing, competing as well as cooperating with human intelligence in the quest to find answers to the messy challenges of our time.
It is becoming increasingly clear that in this evolving and unpredictable scenario the old leadership recipes are no longer fit for purpose. New approaches to leadership are needed and research suggests that the often-overlooked quality of intuitive intelligence has a key role to play.
Based on the findings of our recent studyof more than 300 global leaders, we have identified a new leadership logic, one which enables organisations to become more agile in the way they respond to challenges and shape the future. It is made up of three leadership intelligences: ego, eco and intuitive, all of which operate as interdependent strands of a new leadership DNA.
Organisations need their leaders to have all three qualities at different times and for different reasons, but intuitive intelligence is often dismissed and seen as irrelevant when it comes to hard business decisions. The problem is that it often gets overshadowed in the business by ego intelligence, which is centred around linear thinking, speed, boundaries and labels.
In our new world of work, ego intelligence has found a valuable ally in AI because it is so much faster at collecting and processing data. For example, the IBM Watson computer can ‘read’ millions of books per second. The stronger this data driven approach becomes in organisations, the greater the need for its antithesis which can be provided through intuitive intelligence.
What is intuitive intelligence?
World Economic Forum founder professor Klauss Schwab has said that during the 4th industrial revolution we need to rediscover what it means to be human. Intuitive intelligence is a uniquely human intelligence. It is our capacity for ‘knowing’ something from a non-linear, non-rational, non-emotional place.
More than 80% of our consciousness is non- rational and we have the ability to ‘know’ by tapping into non-tangible, non-linear universal energy or bigger picture perspectives. This enables us to sense-make or ‘connect the dots’ in new ways. Think of the experience of sitting in a meeting and sensing that the discussion is moving in the wrong direction. Unable to justify your view with data or a business case, you remain silent, depriving others of your intuitive insights.
Intuition manifests itself through flashes of insights, ‘ah-ha’ moments or suddenly being able to ‘see’ the solution to a difficult problem. These insights often come when we are in a more relaxed state of mind.
True intuition is seldom wrong, yet many leaders struggle to express their intuition because of a fear of ridicule or coming across as egotistical. Although it takes some self- confidence to express it, intuitive sensing is essential if teams are to explore out of the box ideas and think beyond the boundaries of their current paradigm.
It brings fresh perspectives that help to challenge the status quo, something which is crucial for innovation and change in any organisation.
A role for HR
HR leaders have an important role to play in helping to create cultures where people feel psychologically safe enough to speak up and to share their intuitive insights. Here are five practical suggestions:
Create and share a list of idea growers and idea killers to apply in meetings. Idea growers are things like ‘let’s explore that idea,’ or ‘how might we support that?’. Idea killers are comments such as, ‘that could never work’ or ‘we have tried that before’. This language will create an atmosphere of curiosity instead of fear in your meetings.
Raise awareness of synchronicities by encouraging leaders and teams to notice events or information around them which may bring new insights about a problem. For example, a newspaper article, video or a talk on the radio. Encourage reflective practices like meditation, walking in nature and journaling. Not only do these activities build personal resilience, they also calm our conscious mind enough to allow access to the intuitive mind. Introduce processes and opportunities for creative thinking and challenging the way things are done. Make sure to involve both the introverts and extraverts in the team.
Allow for different modes of expression. For example, using metaphors and symbols in addition to the facts and figures to stimulate curiosity and bring some intrigue.
Cultivating intuition in your organisation does not require structural change. It can start small, in your own mind and your own HR team. Instead of being seen as the custodian of policies and procedures, HR could become the promoters of innovation.
Unleashing intuition starts with self. Recognise it within yourself, and then allow it to spread. It will find a life of its own in the hearts and minds of people, and it will enliven your organisation.
By Sharon Olivier, Frederick Holscher and Colin Williams, Hult Ashridge Executive Education
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