1. Why a 17th Century idea limits business potential
[Reading time 4 minutes - 1012 words]
You may not realise it, but the common perspective in business that underpins current management decisions has its roots in a seventeenth century idea!
It’s crazy, but true!
It’s an assumption that how we think, our awareness and our interactions are due to physiological processes in the brain alone. This is despite modern discoveries ranging from transpersonal psychology and consciousness research to quantum physics, all of which suggest otherwise.
In some ways it’s not surprising because businesses are extremely slow in taking advantage of significant changes in understanding thinking despite details being known for many years.
Mindfulness
For example, Mindfulness has its roots in contemplative practices 1000’s of years ago and despite being popularized by John Kibat-Zin in the 1970’s, has only in recent years found its way into organizational practices.
Emotional intelligence
Emotional intelligence was brought to our attention in 1990 by Peter Salovey and John. D Mayer and popularized by Daniel Goleman in 1995 yet look how long it took for organisations to take note; and even now, not all do! Stanislav Grof was the first proponent, who then, with Abraham Maslow, Anthony J Sutich and James Fadiman drew attention to Transpersonal Psychology, mentioned previously. That was in the 1960’s, even earlier than both the above. Yet despite the dominant growth in psychology, mention of SQ (including intuition) which has roots in transpersonal psychology is currently dismissed.
Spiritual Intelligence (SQ)
In 2001 there was massive interest in advance of publication of Danah Zohar’s book, SQ Spiritual Intelligence: The Ultimate Intelligence. Later, in 2007 one of the most respected business thinkers, C. Otto Scharmer introduced the concept of “Theory U”. Both presented ideas associated with acknowledging and engaging a different level of consciousness. So, in your experience has any such progress generally been made? If not, then it’s patently obvious the seventeenth century model on thinking still dominates!
what is (SQ), and how can organisations use it?
SQ is a concept that refers to the ability to access deeper meanings, values, and purpose and to connect with oneself and others. It involves qualities such as compassion, wisdom, integrity and is significant in personal development. It is a level of conscious awareness not dependent upon physiological processes in the brain. It is the source of personal inspiration. It enables discovery of new ideas that are beyond current thinking that once acknowledged, can then subsequently be understood.
In practical terms SQ is accessible in many ways, which may vary from one individual to another. However, most, if not, all people, are intuitive and, at some point in their lives, have experienced a heightened sense of something in the absence of any apparent cause or stimulus. Both these attributes are part of the SQ natural skill set that can be developed rapidly with clearly identifiable benefits
Intuition
In English, one word often has more than one meaning as is the case when talking about “Intuition”. For example, in his 2011 much-read book “Thinking, Fast and Slow” Daniel Kahneman refers to (Fast) intuitive decision making which he argues is heavily predicated by a fundamental split in the brain’s wet-ware architecture. His understanding of “intuition” is not the same. In SQ, intuition (which includes sensing) is a source of “insight” which can often lead to a paradigm shift in awareness and understanding. Once acknowledged those insights can then be validated using rational scrutiny (Slow Thinking) and / or experimentation.
According to Danah Zohar, SQ is the necessary foundation for effective functioning of both rational (IQ) and Emotional Intelligence (EQ). Not only that, but any successful strategy to encourage and increase innovation will require the presence of “authenticity” which is a natural outcome of developing (SQ). She also argues that SQ is intrinsic in a successful process that (1) eliminates limited beliefs and restrictive assumptions, and (2) increases personal awareness and sensibility.
Managing change requires excellent planning, leadership and rigor, and of course good people. There are excellent established processes available to assist management. However, none can deliver inspired and creative ideas that are the source of future leading-edge developments – those come from inspired thought processes.
Make no mistake - any outcome from developing and using SQ must be subjected to candid logical scrutiny and result emotionally in positive acceptance. Ideas must work and it takes little time to discover if this is the case. If there is a lack of congruency between how something feels, (positive) emotion and a logical explanation (however at variance that logic may be to current thinking) then the idea simply does not and will not work. It is that simple.
SQ has been the subject of serious academic research for over 70 years and stood up to systematic Meta-analysis and scrutiny. Unfortunately, for obvious reasons there has been, intransigence amongst academics to put their head above the parapet and challenge established thinking especially in the absence of corporate funding. This historically accounts for the scarcity of published literature except in minor or obscure journals. Fortunately, this is changing – simply look at publications from the Institute of Noetic Sciences (IONS)
SQ and, in particular, intuition can be developed rapidly, at minimum cost and risk and without disruption to ongoing established processes and procedures. It is essential in increasing productivity, innovation, and employee mental resilience. However, it will never happen if, in the first instance, the possibility is dismissed out of hand simply because of the lack of personal experience.
I respectfully suggest the ideal approach is to take a little time to understand this subject while being highly skeptical but not dismissive. You will be surprised.
THE NEXT STEP
Visit www.senseable.co.uk where you will find:
Cases illustrating how intuition contributed to achieving significant benefits in productivity, innovation, and mental wellbeing
Link to Teams community discussions on “Intuition in Business”
These seven articles (including this one) that explain the rationale, science, principles, structure, and processes in developing Intuition in changing organizational culture:
1. Why a 17th century idea limits business potential
2. The Discovery Process - an introduction
3. Why a different approach is needed
4. Maximising ROI - The structure
5. How micro-cultures can change an entire company
6. Nature’s clues to successful change
7. Developing courage, authenticity, and creativity
Check it out now www.senseable.co.uk