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Making Decisions
Because we lack understanding about intuition we often do not trust it as a decision making too. The phenomena we call "common-sense" "sixth-sense", "inspiration", "gut-feeling",may all be the same thing. Likewise, what we call "intuition" may actually be more than one phenomena. Each instance of "intuition" could involve any of a number of thought processes, some reliable and others not.
At the same time, it seems likely that at least one of the procedures we classify as "intuition" would be a subconscious application of predictive deduction. Perhaps what we call intuition is in fact experience, others experiences, like what we have read in a book, mass consciousness, like what anyone has ever thought about this. Jung called this the collective unconscious.
Here is a creative exercise to access your intuition:
Alternative Scenarios
Scenarios are developed specifically for a particular problem. To begin developing scenarios:
State the specific decision that needs to be made.
Identify the major environmental forces that impact on the decision. For example, suppose you need to decide how to deversify your funds in order to be positioned for opportunities that might emerge by the year 2010. The major environmental forces might include social values, economic growth world-wide and international trade access (tariffs etc.).
Build four
scenarios based on the principal forces. To do this, use information available to you to identify four plausible and qualitatively different possibilities for each force. Assemble the alternatives for each force into internally consistent 'stories', with both a narrative and a table of forces and scenarios. Build your scenarios around these forces. For instance health care is getting so high priced that people are going to start using more alternative medicine. Scenario story lines emerged for 'As at present', 'Heated', 'Belt Tightening' and 'Isolation'.
With the scenarios in hand, identify business opportunities within each scenario.
Examine the links and synergies of opportunities across the range of scenarios. This would help you to formulate a more realistic strategy for investment. Scenarios are developed specifically for a particular problem. To begin developing scenarios:
State the specific decision that needs to be made.
Identify the major environmental forces that impact on the decision. For example, suppose you need to decide how to invest R & D funds in order to be positioned for opportunities that might emerge by the year 2010. The major environmental forces might include social values, economic growth world-wide and international trade access (tariffs etc.).
About the Author
Judi Singleton writes ten blogs a week if you like this article go to http://www.motherearthpublishing.com and get a list of her blogs
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