Intuition at Work: Why Developing Your Gut Instincts Will Make You Better at What You Do - Hardcover

Klein Ph.D., Gary

Hardcover

ISBN 10: 0385502885 ISBN 13: 9780385502887

Publisher: Doubleday Business, 2002

Synopsis

At times in our careers, we've all been aware of a "gut feeling" guiding our decisions. Too often, we dismiss these feelings as "hunches" and therefore untrustworthy. But renowned researcher Gary Klein reveals that, in fact, 90 percent of the critical decisions we make is based on our intuition. In his new book, INTUITION AT WORK, Klein shows that intuition, far from being an innate "sixth sense," is a learnable--and essential--skill.

Based on interviews with senior executives who make important judgments swiftly, as well as firefighters, emergency medical staff, soldiers, and others who often face decisions with immediate life-and-death implications, Klein demonstrates that the expertise to recognize patterns and other cues that enable us--intuitively--to make the right decisions--is a natural extension of experience.

Through a three-tiered process called the "Exceleration Program," Klein provides readers with the tools they need to build the intuitive skills that will help them make tough choices, spot potential problems, manage uncertainty, and size up situations quickly. Klein also shows how to communicate such decisions more effectively, coach others in the art of intuition, and recognize and defend against an overdependence on information technology.

The first book to demystify the role of intuition in decision making, INTUITION AT WORK is essential reading for those who wish to develop their intuition skills, wherever they are in the organizational hierarchy.

About this title

About the Author

GARY KLEIN, Ph.D., Chairman and Chief Scientist of Klein Associates, is the author of Sources of Power, named by Business & Strategy as one of the best books of the new millenium. He is renowned for his pioneering work with the U.S. Marines, firefighters, and business organizations in determining the role intuition plays in individual performance. He lives in Yellow Springs, Ohio.

Reviews

According to Klein (Sources of Power), the key to success at work is acting on one's intuition and making quick, savvy decisions based on experience and, sometimes, just a strong gut feeling. Based on his research into corporations, the Marine Corps and teams of firefighters, the author has devised an "Intuition Skills Training" program of repeatedly practicing a series of exercises where situations are analyzed for anticipated problems and possible outcomes. A significant part of learning how to trust your instincts is evaluating information and its quality related to a certain project: is it reliable, accurate, complete or confusing? Klein's approach focuses on teamwork; for example, he discusses his work with the navy, where he helped people become "on-the-job" coaches and carry out routines at sea. While Klein's example-based style is appealing to anyone the firefighter angle alone could attract readers it will be most appreciated by training professionals. The book is not as approachable as Daniel Goleman's Primal Leadership: Realizing the Power of Emotional Intelligence, and readers looking for quick fixes may find it slightly intimidating.
Copyright 2002 Reed Business Information, Inc.

Klein, a research scientist and the founder of his own company, presents his thesis that intuition is an essential, powerful, and practical tool for decision making and not a special gift of perception or magic. Defining intuition as the way we translate our experience into action, he shows how anyone can build intuitive decision-making skills through a program of mental conditioning. The origin of this book is interesting: the U.S. Marine Corps sponsored Klein's initial research and asked his company to develop a training program that would strengthen marines' intuitive abilities. Application to other clients followed, and this book's primary purpose is apparently as a handbook for the author's training seminars. With examples and decision games, Intuition at Work provides instruction on how to build intuition, how to apply it when making decisions, and how to effectively communicate intuitive decisions. These ideas offer valuable insight that can be useful for any library patron. Mary Whaley
Copyright © American Library Association. All rights reserved

Excerpt. © Reprinted by permission. All rights reserved.

1

A Case Study of Intuition

I don't think you can make effective decisions without developing your intuition. To illustrate why intuition is so important, I've selected an incident that contrasts two nurses, each facing the same crisis. One of the nurses has developed intuitive decision-making skills and one is trying to acquire these skills.

The example describes the decision making of nurses working in an NICU. That stands for neonatal intensive care unit, the hospital ward where they keep close watch on newborns in critical condition.

Background

Most of the infants in an NICU have been born prematurely. Some weigh a pound or less, and many are born with underdeveloped respiratory, circulatory, or immune systems.

Each infant is placed in its own isolette or medical bassinet, and attached to little adhesive leads that provide data to a bank of monitors displaying heart rate, blood pressure, respiration, blood oxygen level, and other vital statistics. Nourishment might be provided through an IV (intravenous feed) or through a drip tube snaked down the esophagus directly into the stomach. A thermostat precisely controls the temperature in the isolette.

One of the risks in the NICU is the danger of infection. To gain access in order to see and hold their babies, parents perform a five-minute surgical scrub from hands to elbows. Children are strictly prohibited because they are exposed to so many germs and can easily transmit them to the babies.

Homemade get-well cards and photos of Mom and Dad, brothers and sisters, cousins, and family pets are often taped to the glass walls of the isolettes. A small rubber toy, such as a Mickey Mouse or Winnie the Pooh figure, might be placed in the isolette as a companion, but only after first being sterilized by the nurses, because a stuffed animal might carry dust mites.

Feedings have to be carefully calculated. The goal is obviously to help the baby grow, but it is equally important to make sure the baby does not add body weight faster than heart and lungs can support. Not only is nutrition intake carefully measured, but so is the waste coming out the other end. Every diaper is weighed to gauge the baby's metabolism. Practically every aspect of intensive care in the NICU involves continuous monitoring and adjustments to maintain a precarious balance in these fragile human systems until the babies can grow themselves into stability.

During the day a steady procession of medical technicians comes through to take blood for routine testing, perform sonograms or other procedures, administer respiratory therapy, or deliver medications. But it is the primary NICU nurses who are on the front lines. They are responsible for administering the treatments established by the physicians, monitoring the baby's condition, and being alert to any signs of change.

With infants in these fragile conditions, many things can go wrong, and practically all of them can become life threatening. One of the greatest and most common dangers is sepsis, a systemic infection that spreads throughout the infant's circulatory system. Sepsis can be deadly, especially for low-birth-weight babies. Premature babies come into the world with an underdeveloped immune system, making them particularly vulnerable. The first line of defense against infection is the baby's intact skin and mucous membranes, but in the NICU, that defense has been penetrated by IVs, catheters, and other invasive measures. Sepsis can be detected by a blood culture, but this test takes twenty-four hours and by then the baby might be overwhelmingly infected and beyond help. The onset of sepsis is often accompanied by very subtle changes in the baby's status. The nurses' ability to recognize these subtle changes is the key to early detection of sepsis and appropriate intervention. The nurses in the NICU must be continuously on guard against the potential danger of infection.

Some infants spend only a couple of days in the NICU. Some are there for several weeks or more. And some do not survive. The nurses must also deal with this reality.

Some nurses find the challenges and the mission rewarding and choose to make neonatal intensive care their career. However, many nurses new to the NICU burn out in less than eighteen months, overcome by the complexities and unrelenting stress of caring for the tiny lives in the balance.

"Darlene" was a good example of someone who flourished in this environment. At the time of this incident she had become the assistant clinical coordinator for the NICU. This meant that in addition to working regular shifts on the ward, she was responsible for scheduling, hiring, and firing other nurses. Darlene had a bachelor of science degree in nursing. All of her nursing experience was with babies, and she had spent the last six years working in the NICU.

"Linda" was also an experienced nurse, although she was new to neonatal care and was, therefore, still considered a trainee. She had completed her orientation in the NICU and was working shifts on the floor, mentored one-on-one by Darlene, although they each had responsibility for different infants. The two had been working together this way for several months, so by now Darlene was doing more monitoring than instructing.

A Baby in Crisis

Linda had primary responsibility for an infant girl, "Melissa." By NICU standards, Melissa was not a particularly tough case. Melissa was a "preemie" and tiny like most of the babies in the NICU, but she had no major problems that had to be overcome. She simply needed a little support until she could grow herself out of danger. She was not on a ventilator. She was able to take small amounts of formula in a bottle--up to two ounces at a time--and her young parents had even been able to hold her during feedings. She was putting on weight, and all signs indicated she was on the road to becoming a healthy baby girl.

It was early in the morning, and Linda and Darlene were nearing the end of an uneventful shift. Thankfully, there had been no emergencies. If anything, Melissa had been less fussy than usual. Maybe this was a sign that she was getting better. The ward was quiet and deserted except for the infants and their nurses. Like most visitors, Melissa's exhausted parents had gone home after keeping vigil during the day. The lights on the ward were turned low, except for a small light at each station that allowed the nurse to do her work--an ongoing routine of taking temperatures, changing diapers, feeding, administering medicines, recording readings from the monitors, and adjusting settings on the equipment in accordance with the treatment prescribed by the physician. Frequently an alarm would sound from one of the babies' monitors, but almost invariably it was a false alarm--usually a lead had come loose, interrupting the data input. A nurse would appear, calmly check the situation, and reset the monitor. Occasionally, a baby would fuss, and a nurse would respond. Otherwise, the ward was quiet.

During her scheduled feeding Melissa had seemed a little lethargic, but who wouldn't be at that hour? Linda had regularly checked Melissa's body temperature and found it a little low over several checks, though still well within the normal range. She turned up the thermostat in the isolette each time to make Melissa more comfortable. Late in the shift a medical technician had come in to take a routine blood sample for testing. This had been done by a heel stick, a small prick made in Melissa's heel. The technician had covered it with a small, colorful Band-Aid. A good med tech will make an almost imperceptible heel stick that closes up almost immediately. A sloppy heel stick might bleed for a few minutes. Melissa's heel stick was bleeding a little bit, creating a dark blot on the Band-Aid.

Melissa was Linda's patient. Darlene had talked to Linda several times about her, but by this point in the training she did not routinely check Melissa herself.

But when Darlene walked past Melissa's isolette near the end of the shift, something caught her eye. Something about the baby "just looked funny," as she later put it. Nothing major, nothing obvious, but to her the baby "didn't look good." Darlene had a closer look, now noticing specific details. She noticed the heel stick had not stopped bleeding. To Darlene, Melissa seemed a little "off color" and "mottled," and her belly seemed a little rounded. She noticed this even though every baby had a different complexion and body shape and Darlene was not particularly familiar with Melissa's normal state. A quick physical exam confirmed that Melissa still had an unusual amount of residual food in her stomach, causing bloating. Darlene checked Melissa's chart and noticed that the baby's temperature had dropped consistently over the shift. She called Linda over and asked her if the baby had seemed lethargic during the shift. When Linda replied, "Yes," Darlene immediately raced to the phone and woke the duty physician.

"We've got a baby in big trouble," she said. She explained the symptoms. The physician agreed with Darlene's assessment of a baby in crisis and immediately ordered antibiotics and a blood culture. Twenty-four hours later, the blood culture confirmed sepsis. If they had delayed giving the antibiotic until they had the results of the blood culture it would probably have been too late.

This story has a happy ending. Thanks to an experienced nurse's intuitive sense of a baby who "didn't look good," Melissa would live.

The Contrast

Initially, Darlene was incredulous that Linda had missed the classic symptoms of sepsis, which seemed so obvious. All the new nurses were trained to be alert for signs of it.

In fact, Linda had recognized practically all the individual symptoms--but most of them could be reasonably explained in several different ways.

Linda had noticed the decrease in Melissa's temperature. But because the temperature had never dropped ou...

Edition details

• Publisher: Doubleday Business
• Publication date: 2002
• Language: English
• ISBN 10: 0385502885
• ISBN 13: 9780385502887
• Binding: Hardcover
• Edition number: 1
• Number of pages: 336