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The building blocks of intuitive intelligence
Published on April 30, 2019 21 min
Other Talks in the Series: Intuitive Intelligence in Business
Intuitive intelligence in business: introduction
- Dr. Manj Subiah
- Executive Coach, South Africa
Extended-form Case Study
Discovering intuitive intelligence: real stories from personal and professional life
- Dr. Colin G. Brand
- Managing Director, Business Assessments, New Zealand
Hello and welcome to these exciting series of intuitive intelligence and business. Thank you for joining us. I'm Dr. Manj Subiah, Executive Coach, Author, Business Advisor and MBA tutor.
In talk one, we looked at the evolutionary links to intuitive intelligence and we touched on how leaders who use this in practice were experienced by others as having an extraordinary decision-making, sense-making and a visionary ability to act right on time, bringing a kind of game-changer quality to the business table.
Also in talk one, we looked at the signs of times, the volatile uncertain complex and ambiguous business landscape in which leaders operated. We found that their context was typically characterized by decreased levels of linear logic and reduced rationality and increased levels of complexity and uncertainty.
We also looked at how responding to such environments meant calling forth new leadership responses due mainly to the impact of decreased rationality and ineffectiveness of strictly linear logic in meeting the demands of these complex uncertain environments. Strategy too became less and less linear as complexity deepened. These pressured times typically called for adaptive leadership responses inherent in intuitive intelligence.
So looking at the slide from a macro as well as an organizational context, and reflecting on our IBM case study, we're reminded that the extent to which leaders are able to draw upon the intuitive intelligence both from an individual and organizational since is what enables the organization to come up with that something more which makes all the difference in standing out from the competitor crowd. This is not only with successfully meeting multiple challenges, but also to evolve into a complex adaptive organization. This approach has an organic impact on its strategy, the structure, the systems, the resources and capabilities as well as on leadership and culture. Using its collective intuitive intelligence, the organization is thus successfully mapped onto a sustainable path.