In the last minutes before the closing bell on Friday, a professional stockbroker known for his nerves of steel suddenly dumps his high-risk portfolio, seemingly without regard to price or loss. At the bar that night, his colleagues openly rib him about his uncharacteristic behavior and privately wonder if ''he has lost his nerve'' when he admits that he didn't have any research to back-up his trades. The markets would be closed for a holiday weekend, but when they reopened on Tuesday, the market sank like a stone. The skittish stockbroker was correct in his actions, but how?

	+ Enlarge
	Remember that those with the greatest potential are the most adaptable to any circumstance. They innately understand processes that underlie others' successes and can replicate them with ease.

Perhaps due to the recent economic turmoil, the past months have seen a resurgence of interest in the ideals of ''gut reactions,'' intuition, and other versions of the insight methods described by Malcolm Gladwell’s book, Blink! Business leaders, CEOs, physicians, disaster field responders, professional speakers, and consultants use both linear and non-linear decision making (logic & intuition) to create ''blink'' moments daily.

Most people know the linear decision making process because it is cultivated by our educational system. It is a system based on the collection of data to support a decision (if A and B then C, but if A and not B then D). Few people realize that we are all born as innately non-linear thinkers.

What Goes Into a ''Blink'' Moment?

The non-linear process is a four-step process consisting of:

1) Pattern Recognition
2) Acknowledging Framing Bias
3) Heuristic Introspection
4) Empathy

Pattern Recognition

Pattern recognition is seeing the patterns and processes behind everything you do and have done. Remember that those with the greatest potential are the most adaptable to any circumstance. They innately understand processes that underlie others’ successes and can replicate them with ease.

Acknowledge Framing Bias

Think about what happens before a manager goes into a meeting. Rarely will people walk into the situation ''cold.'' They are briefed on who they’re going to meet and what they’re supposed to accomplish. They draw certain preconceptions, called a ''framing bias''.

As long as you know what your framing bias is upfront, then you can allow the situation to develop organically. You can then take away your feelings and your impressions and use them as an analytical tool. That’s the essence of heuristics — taking your feelings and impressions, and then using them analytically.

Before you can fully immerse yourself in another’s viewpoint, you need to shed your framing bias. First, identify what your preconceptions are about the situation. Second, once you’ve identified them, clear your mind and explore the experience for the first time. What’s your first impression? Are you reacting the way you are because of your preconceived ideas, or because you are looking at the situation through fresh eyes?

Dr. Maurice A. Ramirez is a professional speaker and the founder and president of the consulting firm High Alert, LLC.

Heuristic Introspection

Heuristic introspection is a non-linear thought process in which you must ''be your customer''. Much like how a fine artist instinctively knows if a painting or musical composition ''works'', your employees should know what a customer wants.

When you think heuristically, you truly understand the customers’ wants and needs. The next time you want to know how your customers would feel about a particular product or service, adapt a non-linear (heuristic) research approach and become a part of your study base. Your focus group of one (you) will guide your initial thought process toward reaching your customers.

Empathy

Empathy is to become one with your customer. Become part of their story. Generally, people like and dislike similar things. If not, you’d never have to wait in line for your favorite roller coaster at an amusement park. What do you feel? Listen to your gut — chances are your customers’ gut would tell them the same thing. You may not identify with the problem, but you’ll know what you need to do to make it feel ''right.''

How can you now translate what you’ve discovered into a reproducible decision?

If you’re developing an ad for jogging shoes, you need to think like a runner — even if you’re not one. Why do people run? What is important to runners? How does running make people feel? After you’ve collected your personal research, you’ll be able to speak as a runner. Pretend you’re one of those successful fiction authors who write under a pseudonym. Tell your story like you’re living it. Now your customers will be able to personally connect with you, because you’ve become one of them.

Why do people underestimate the power of this?

There are two reasons that nonlinear decision making and inductive reasoning are less valued than linear decision making and deductive reasoning. Both are based on the misperception that nonlinear decision-making and inductive reasoning are inherently irreproducible, unverifiable, unpredictable and thus unreliable.

First, despite that fact that humans are born as empathic, introspective and unbiased "pattern recognition machines," the vast majority become linear, deductive decision makers. Through their educational experiences and the very basis of our scientific society, the deductive is valued over the inductive, and the linear over the nonlinear.

Second, once the nonlinear and inductive skills are atrophied, those that undervalue what they can no longer do easily (nonlinear decision making) believe that these skills cannot be learned. Nothing could be further from the truth.

In short the problem is not that the "gut" is unreliable, or that a sample size of one (intuition) is too small. The problem lies with those who devalue this innate human ability. The next time you’re faced with a decision about which your gut and head argue, don’t be afraid to go with your gut — it just might know more than you think it does.

"The fault lies not in our stars Horatio, but in ourselves."
- William Shakespeare

About the Author

Dr. Maurice A. Ramirez is a professional speaker and the founder and president of the consulting firm High Alert, LLC. He serves on expert panels for pandemic preparedness and healthcare surge planning with Congressional and Cabinet Members. Board certified in multiple specialties, Dr. Ramirez is Founding Chairperson of the American Board of Disaster Medicine and serves the nation as a Senior Physician-Federal Medical Officer in the National Disaster Medical System. Dr. Ramirez has a new book: ''You Can Survive Anything, Anywhere, Every Time.'' His website is www.High-Alert.com.

Find Jobs in Every Industry and Location that No One Else Knows About

Other job sites only show jobs employers pay to post. We show jobs from every employer career page, job board and news source we can find.

Tell us where to send your access instructions: Your Email: