{"id":32429,"date":"2018-08-10T17:45:24","date_gmt":"2018-08-11T00:45:24","guid":{"rendered":"https:\/\/www.careersingovernment.com\/tools\/?p=32429"},"modified":"2018-08-10T17:45:24","modified_gmt":"2018-08-11T00:45:24","slug":"4-tips-on-talking-about-infotuition-work-infotuition","status":"publish","type":"post","link":"https:\/\/www.careersingovernment.com\/tools\/gov-talk\/career-advice\/4-tips-on-talking-about-infotuition-work-infotuition\/","title":{"rendered":"4 Tips on Talking about Infotuition Work. \u2026Infotuition?"},"content":{"rendered":"

[et_pb_section fb_built=”1″ custom_padding_last_edited=”on|desktop” admin_label=”section” _builder_version=”3.2″ background_image=”https:\/\/www.careersingovernment.com\/tools\/wp-content\/uploads\/2018\/08\/info1.jpg” custom_padding_tablet=”50px|0|50px|0″ padding_mobile=”off”][et_pb_row admin_label=”row” _builder_version=”3.0.47″ background_size=”initial” background_position=”top_left” background_repeat=”repeat”][et_pb_column type=”1_3″ _builder_version=”3.0.47″ parallax=”off” parallax_method=”on”][\/et_pb_column][et_pb_column type=”2_3″ _builder_version=”3.0.47″ parallax=”off” parallax_method=”on”][et_pb_divider show_divider=”off” height=”200″ disabled_on=”on|on|off” _builder_version=”3.2″][\/et_pb_divider][et_pb_text _builder_version=”3.2″ text_font=”PT Sans||||” text_text_color=”#ffffff” text_font_size=”72″ text_font_size_tablet=”52″ text_font_size_last_edited=”on|tablet” text_line_height=”1.1em” header_font=”||||||||” background_size=”initial” background_position=”top_left” background_repeat=”repeat” max_width=”800px” custom_margin=”0px||3px|”]<\/p>\n

4 Tips on Talking about Infotuition<\/i> Work. \u2026Infotuition<\/i>?<\/span><\/p>\n

\u00a0<\/span><\/p>\n

[\/et_pb_text][\/et_pb_column][\/et_pb_row][\/et_pb_section][et_pb_section fb_built=”1″ custom_padding_last_edited=”on|desktop” _builder_version=”3.0.47″ custom_padding_tablet=”50px|0|50px|0″ padding_mobile=”off”][et_pb_row use_custom_width=”on” custom_width_px=”1200px” custom_padding=”20px||0px|” custom_padding_tablet=”0px|||” column_padding_mobile=”on” custom_padding_last_edited=”on|tablet” parallax_method_1=”off” parallax_method_2=”off” admin_label=”row” _builder_version=”3.0.47″ background_size=”initial” background_position=”top_left” background_repeat=”repeat”][et_pb_column type=”1_3″ _builder_version=”3.0.47″ column_padding_mobile=”on” parallax=”off” parallax_method=”off”][et_pb_image src=”https:\/\/www.careersingovernment.com\/tools\/wp-content\/uploads\/2018\/04\/ShelleyR.jpg” show_bottom_space=”off” align=”center” disabled_on=”on|on|” _builder_version=”3.2″ animation=”off” sticky=”on”][\/et_pb_image][et_pb_text disabled_on=”on|on|” _builder_version=”3.2″ text_font=”PT Sans|on|||” text_text_color=”#02b875″ text_font_size=”20″ text_line_height=”1.2em” header_text_color=”#000000″ background_size=”initial” background_position=”top_left” background_repeat=”repeat” text_orientation=”center” max_width=”140px” module_alignment=”center” custom_margin=”20px||0px|”] SHELLEY ROW<\/a><\/span> [\/et_pb_text][et_pb_text disabled_on=”on|on|” _builder_version=”3.2″ text_font=”PT Serif||on||” text_text_color=”#363636″ text_font_size=”16″ text_line_height=”1.4em” background_size=”initial” background_position=”top_left” background_repeat=”repeat” text_orientation=”center” max_width=”140px” module_alignment=”center” custom_margin=”10px||60px|”] Named by Inc. as one of the top 100 leadership speakers, Shelley Row, P.E., is an engineer and former government and association executive. Shelley\u2019s leadership work focuses on developing insightful leaders who can see beyond the data. [\/et_pb_text][\/et_pb_column][et_pb_column type=”2_3″ _builder_version=”3.0.47″ column_padding_mobile=”on” parallax=”off” parallax_method=”off”][et_pb_text _builder_version=”3.2″ text_font=”PT Serif||||” text_text_color=”#363636″ text_font_size=”24″ text_font_size_last_edited=”on|tablet” text_line_height=”1.5em” background_size=”initial” background_position=”top_left” background_repeat=”repeat” max_width=”720px” custom_margin=”0px||0px|”]After interviewing 75 leaders, it\u2019s clear that they rely on intuition for making hard or unclear decisions. All leaders, as part of their jobs, must decide the best course to take when dealing with multiple options and unsure outcomes. There is rarely enough information or time available to know all the facts or find enough data. There is little debate that leaders use intuition to complement fact and cognitive processing. The integration of information and intuition or the intersection of business pragmatics and gut feel is, what I call, <\/span>infotuition<\/span><\/i>\u00ae<\/span>. <\/span>Infotuition<\/span><\/i>, far from being problematic is a concept whose time has come.<\/span><\/p>\n

There\u2019s no debate about the \u201cinformation\u201d part of infotuition. But, \u201cintuition\u201d has less acceptance. The first problem we run into is that the interviews show that most leaders (particularly those in technical, legal, financial or other fact-based fields) don\u2019t talk about or explain it as gut feel, <\/span>even though<\/span><\/i> they rely on it. \u201cIntuition\u201d has a sense of dishonor. It is viewed as hokey, emotional, flaky, and certainly <\/span>not<\/span><\/i> legitimate. \u00a0Leaders, especially women, fear jeopardizing their credibility and professionalism if they talk about intuition.<\/span><\/p>\n

Here\u2019s the other problem. When I went on to ask how each leader would best develop intuition within themselves and others, they would reply, \u201cBy talking about it openly during decision-making.\u201d This creates a gap between talking and not talking about this essential skill. So the big question now is how do we bridge the gap? <\/span>
\n[\/et_pb_text][\/et_pb_column][\/et_pb_row][\/et_pb_section][et_pb_section fb_built=”1″ _builder_version=”3.0.47″ background_color=”#f7f7f4″ custom_padding=”0px||0px|”][\/et_pb_section][et_pb_section fb_built=”1″ _builder_version=”3.0.47″ custom_padding=”0px||0px|”][et_pb_row make_fullwidth=”on” custom_width_px=”680px” use_custom_gutter=”on” gutter_width=”1″ custom_padding=”0px||0px|” make_equal=”on” column_padding_mobile=”on” background_color_2=”#efefe9″ parallax_method_1=”off” parallax_method_2=”off” _builder_version=”3.0.47″ background_size=”initial” background_position=”top_left” background_repeat=”repeat”][et_pb_column type=”2_3″ _builder_version=”3.0.47″ column_padding_mobile=”on” parallax=”off” parallax_method=”off”][et_pb_image src=”https:\/\/www.careersingovernment.com\/tools\/wp-content\/uploads\/2018\/08\/info2.jpg” show_bottom_space=”off” force_fullwidth=”on” _builder_version=”3.2″ animation=”off”][\/et_pb_image][\/et_pb_column][et_pb_column type=”1_3″ _builder_version=”3.0.47″ column_padding_mobile=”on” background_color=”#efefe9″ parallax=”off” parallax_method=”off”][et_pb_image src=”https:\/\/www.careersingovernment.com\/tools\/wp-content\/uploads\/2018\/08\/info3.jpg” show_bottom_space=”off” _builder_version=”3.2″ animation=”off”][\/et_pb_image][et_pb_text disabled_on=”off|off|” _builder_version=”3.2″ text_font=”PT Serif||||” text_text_color=”#818178″ text_font_size=”24″ text_font_size_last_edited=”on|phone” text_line_height=”1.4em” background_size=”initial” background_position=”top_left” background_repeat=”repeat” text_orientation=”center” module_alignment=”center” custom_margin=”20%|10%||10%” custom_margin_tablet=”|10%||10%” custom_margin_last_edited=”on|desktop”] In my leadership interviews, 27% of leaders used <\/span>intuition<\/span><\/i>, 23% used <\/span>gut<\/span><\/i> feel<\/span><\/i> and 19% used <\/span>instinct<\/span><\/i>.<\/span>
\n[\/et_pb_text][et_pb_text _builder_version=”3.2″ text_font=”PT Sans|on|||” text_text_color=”#888888″ text_font_size=”12″ text_letter_spacing=”2px” text_line_height=”1.2em” background_size=”initial” background_position=”top_left” background_repeat=”repeat” text_orientation=”center” module_alignment=”center” custom_margin=”20px||20%|” custom_margin_tablet=”20px|||” custom_margin_last_edited=”on|tablet”] SHELLEY ROW [\/et_pb_text][\/et_pb_column][\/et_pb_row][et_pb_row use_custom_width=”on” custom_width_px=”1200px” use_custom_gutter=”on” gutter_width=”4″ custom_padding=”0px||0px|” custom_padding_tablet=”0px|||” column_padding_mobile=”on” custom_padding_last_edited=”on|tablet” parallax_method_1=”off” parallax_method_2=”off” parallax_method_3=”off” parallax_method_4=”off” admin_label=”row” _builder_version=”3.0.47″ background_size=”initial” background_position=”top_left” background_repeat=”repeat”][et_pb_column type=”4_4″ _builder_version=”3.0.47″ column_padding_mobile=”on” parallax=”off” parallax_method=”off”][et_pb_text _builder_version=”3.2″ text_font=”PT Serif||||” text_text_color=”#363636″ text_font_size=”20″ text_font_size_last_edited=”on|tablet” text_line_height=”1.4em” background_size=”initial” background_position=”top_left” background_repeat=”repeat” custom_margin=”60px||0px|” custom_margin_tablet=”40px||0px|” custom_margin_last_edited=”on|tablet”]<\/p>\n

Here are four ways to talk about intuition in a work setting. <\/span><\/h4>\n

1. Discuss the items that are unclear. Part of the decision-making in leadership is making the implicit explicit. Intangible considerations can and <\/span>should<\/span><\/i> be raised. Leaders discuss context, perceptions, the tenor of conversations, and political winners and losers. You can ask: \u201cWho cares about this issue?\u201d \u201cWhat are their perceptions?\u201d \u201cHow will they feel about it?\u201d Intuition incorporates these factors through in internal calculus that provides a <\/span>feel<\/span><\/i> for a decision. <\/span><\/p>\n

2. Use different words. In my leadership interviews, 27% of leaders used <\/span>intuition<\/span><\/i>, 23% used <\/span>gut<\/span><\/i> feel<\/span><\/i> and 19% used <\/span>instinct<\/span><\/i>. \u00a0Women more so than men referred to <\/span>gut feel<\/span><\/i> in order to avoid being associated with \u201cwomen\u2019s intuition.\u201d Leaders use other ways to code an intuitive feel. They talk about <\/span>sweaty palms<\/span><\/i>, <\/span>butterflies in their stomach<\/span><\/i>, or they are <\/span>hot under the collar<\/span><\/i> or <\/span>squirm in their chair<\/span><\/i>. \u00a0These accepted phrases illustrate a felt sense<\/span> that underlies intuition.<\/span><\/p>\n

3. Name feelings. To label, a feeling somehow makes it safer in a workplace discussion. In my office, I frequently ended meetings by asking participants how they felt about the outcome and immediately made it a multiple-choice answer. It sounded like this. \u201cHow do you feel about the results of the meeting? C<\/span>omfortable<\/span><\/i>, <\/span>uncomfortable<\/span><\/i>, <\/span>satisfied<\/span><\/i>, <\/span>worried<\/span><\/i> or <\/span>concerned<\/span><\/i>?\u201d It\u2019s better to air those feelings <\/span>in<\/span><\/i> the room rather than in the hallway. Admittedly, it isn\u2019t entirely the same as intuition, but it\u2019s a technique that surfaces feelings in an acceptable way.<\/span><\/p>\n

4. Just say it. \u00a0Honestly \u2013 let\u2019s stop the pretense and acknowledge what we know, intuitively \u2013 and that science is beginning to show. \u00a0We \u2013 our brain, heart, guts, and body combined \u2013 are a powerful, complex sensing tool. Yes, we think, but we do so much more. One leader said to me, \u201cMy role is to make space at the table for the person who says, \u2018This just doesn\u2019t feel right.\u2019\u201d That is real, legitimate and powerful. It\u2019s time to call it like it is \u2013 intuition.<\/span><\/p>\n

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After interviewing 75 leaders, it\u2019s clear that they rely on intuition for making hard or unclear decisions. 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