Items related to The Art of Insight: How to Have More Aha! Moments
We have all experienced it: the jolt of an insight arriving like a thunderclap, unexpectedly and without warning. But what if insights could be accessed more reliably? Drawing on years of research, reflection, and experiences with colleagues, friends, and clients, Charles Kiefer and Malcolm Constable present a thorough, pragmatic approach for dependably generating fresh thoughts and perspectives. Guided by their user-friendly practices and helpful exercises (both in the book and online at www.TAOI-Online-Learning.com), you'll develop your own personal approach to cultivating a mindset where insights come so readily that new or long-standing problems are solved with confidence and ease.
"synopsis" may belong to another edition of this title.
About the Author:
Charles Kiefer is the founder of Innovation Associates, whose programs and services in insight, entrepreneurial thinking and learning-based change permanently improve a large organization’s ability to innovate.
Malcolm Constable is an accomplished writer and entrepreneur who has been using insight thinking methods for the past five years with clients in the boardroom and on the golf course.
Excerpt. © Reprinted by permission. All rights reserved.:
Malcolm Constable is an accomplished writer and entrepreneur who has been using insight thinking methods for the past five years with clients in the boardroom and on the golf course.
Introduction:
Aha Moments
One insight can change your life, and the next can change your organization, or even the world.
We are all born with the capacity for insight, a capacity that remains with us our entire lives. Insights are those “aha” moments when the clouds part and the solution to your problem arises right in front of you. They happen when fresh new light is spread on a subject you’ve considered for some time. With insight, we enjoy wisdom, balance, and perspective. We have all experienced these moments of deep understanding, even if we might not know what to call them or how to describe them. They occur while we’re showering, jogging, daydreaming, sleeping, or talking with someone about unrelated subjects. Suddenly, usually when we are not consciously thinking about the subject, an answer pops into our heads. The fog lifts. The issue is clarified. The confusion dissolves. And the situation becomes so simple and so obvious that we can’t imagine how we missed it before. Surprisingly, these moments can be made to occur with much greater regularity. With them, you will find new paths of thought and new solutions that are permanent and easy to implement.
Think of a tricky problem that you have lived with for too long in either your work or your personal life. No doubt, you have had insights toward solving this problem. You experienced new thoughts on the subject that provoked a deeper understanding. Or you saw something fresh that lifted your spirits and washed away a low mood, clearing the space for a new line of inquiry. As we explore the nature of insight, you’ll see how these past experiences can help you reconnect with the principles and source of your insights.
Our goal is for you to generate insights quickly and easily so that with greater regularity, you can access them when you need them most.
Put simply, if you want more insights in your life, this book is for you. It is a concise guide to simple actions that can help anybody cultivate a habit of having more frequent and timely insights. With the appearance of more insights, you will make better decisions, find solutions to difficult problems, and offer fresh thinking on any subject.
Regrettably, for most of us, life trains us out of employing this natural thinking process, and we lose the habit of making insight a more regular and expedient occurrence. The approach and methods offered in this book will reconnect you with that ability and help you increase the frequency, strength, and value of the insights you experience each day.
If you feel like you make poor decisions, getting stuck in ruts of low-quality thinking; if you continually feel the need to work hard to overcome resistance; if you would like to experience more confidence, more resilience, and a greater sense of peace; or if you simply want more insights, both big and small, in your life, then this book is for you.
Based on what people who have mastered the methods in this book report, you should experience the following benefits at work and at home:
· Your problems won’t hang around and will often seem to solve themselves.
· You’ll make decisions more quickly, with greater confidence, fewer mistakes, and better overall judgment.
· Your interactions with other people will improve.
· Your personal schedule will relax, and you will find time to live and work with ease.
· Energy will be freed for the things you care about.
· Meetings will be shorter and flow efficiently.
· Better decisions will be made.
· Solutions will emerge that are easily implemented.
All these phenomena are a result of an improved capacity for insight.
The applications for what we have termed The Art of Insight (TAOI) are limitless. Whether you want to make better decisions, solve intractable problems, understand others better, or gain a new perspective on anything, insights are the answer.
As you read further into this book, you are going to appreciate something that you have always suspected, if not known. There is no set recipe for how to have more insights. And, unlike the formulaic steps in many business and self-improvement books, the practice of Insight Thinking is more art than science. Insight is a form of thought, and of course, everyone thinks a bit differently, just as everyone paints or writes differently. Like any art, it can be developed. With practice and attention, we can foster this innate capacity and enjoy the many benefits of a more insightful life.
This Book
We’re going to give you a summary of what’s in this book. First, we want to call your attention to the difference between what we term intellectual learning and insight learning. We hope you’ll read and absorb this book with the latter.
Intellectual learning relies on accumulating facts, processing those facts, storing those facts in memory, and then connecting them in a very methodical and thoughtful way. Insight learning works differently: it’s active in the sense that we are looking for insights, but it also occurs passively on its own through a subconscious reflective process that is more receptive than active. Often very diverse facts we already know are put together in a new way. Insight learning is all about seeing something for yourself and not just storing new information in your memory bank.
Both of these types of learning are very valuable, but while you are reading this book, we hope you will aim for insight learning.
The Book in a Few Pages
We believe there are two reasons you are not having as many insights as you could. First, you may not realize you should be looking for insight. Our thinking is aimed mostly at interrogating our memory for solutions to problems. The operative assumption is that the answer lies in memory if we could only access it. But as you will soon see (and probably know already), an insight is a thought we’ve never had before. It’s a fresh thought. If you want an insight, you don’t want to replow what you already know yet another time; you want to look into the unknown. This is common sense: if you know what you are looking for, you are more apt to find it. So chapter 1 is aimed at helping you clarify what insights are for you. After you do so, we promise they will be easier to find.
Second, while the circumstances in which people have their insights are as varied as the individuals, everyone we have talked with has reported a common state of mind. It’s an easygoing, unpressured, open, and ungripped state. The more often you reside in this state of mind, the more often you will have insights. Conversely, when you are agitated and bearing down with your thinking, insights become more elusive. While the Insight State of Mind is our natural, default state, we inadvertently think ourselves out of it. We simply need to regain our natural capacity to gravitate toward a good state of mind in order to have more insights, as outlined in chapter 2.
For all we know, insights are available all the time, but we just aren’t hearing them. Maybe our thinking radio is tuned to a different channel; maybe our mental grinding acts like a nearby construction site, drowning out the insight channel entirely. The remedy is learn to listen for insight, and this is the focus of chapter 3.
We have found that while you can take many of the actions we suggest in this book and consequently have more insights in your life, you run the risk of signing up for a lifetime of unnecessary work. In chapter 4 you will see that being insightful is a function of how you think, and as you daily deepen your appreciation and understanding of how thought works for you—having insight into your thinking—you will discover that insights will be brought to you in the course of life with no work on your part whatsoever.
Here are the four key elements of The Art of Insight:
· Understanding what insights are and actively looking for them
· Occupying a state of mind in which you’re apt to have insights more frequently
· Learning how to listen in such a way that you hear insights in yourself and others
· Growing your understanding of how thought works in your life
In chapter 5 we offer practical illustrations of TAOI being used by individuals, and then in chapter 6 we illustrate how it is used in organizations.
The accounts in this book should be used to stimulate your own insights. Reflect on what resonates and strikes true for you. Even when you don’t relate to something, it can still help you sharpen your own understanding. Remember, a state of mind cannot be expressed fully with words. Our language can only point you in the right direction.
Where This Book Came From
Over the course of our combined forty years of management consulting, we became increasingly fascinated by the observation that so many intelligent executives, although armed with pages upon pages of data, logic, and analysis, nonetheless ended up making boneheaded decisions. It wasn’t a rare occurrence. And yet we saw exceptions. From time to time, clients on their own accord, or sometimes with our help, achieved a strategic insight—a simplifying aha moment that often radically redefined their business and the competitive space to their advantage. Once articulated, these strategic insights seemed like simple common sense to everyone. They were easily understood and acted upon. In fact, implementation usually occurred with far less effort than the forced march that often characterized strategy implementation.
Could that phenomenon become a more regular occurrence? Was there some sort of formula for it? How might we go about looking for it?
For more than fifteen years we have helped senior managers realize that the phenomenon of insight itself holds the key to these questions. As we explored these concepts with our clients, we found that it is indeed possible to increase the frequency, strength, and traction of insights, and by doing so, improve both thinking and decision making.
In the course of our explorations, we reviewed research on the subject, but what we found to be far more useful were the numerous conversations we had with professionals engaged in helping executives, managers, and their teams be more insightful. When given a few basic principles and methods, clients reported having more insights and exhibiting better judgment as a matter of course. They solved problems more quickly and identified and avoided potential mistakes with greater regularity. Moreover, the plans and strategies they developed were creative and enduring—significant departures from prevailing thought and straightforward and unfettered in their implementation. As you might expect, what we learned about insight is far more widely applicable than just for improving business performance. All the principles we’ve found apply equally well to the activities of daily living.
Imagine what it would be like to live a more insightful life. Through our shared experiences and with stories from our clients, colleagues, and friends, we hope you will join us on a quiet walk through our discoveries about practical insight, learning how you can increase the frequency and quality of your insights every day.
How to Read This Book
We would like to encourage you to read this book in a slightly different manner than you might be used to. Below you will find some tips about how you can approach reading so that you can absorb the concepts in a deeper way than you might otherwise. In addition, we hope you will take advantage of the Online Learning Experience that accompanies this book on our website TAOI Online Learning (see the link in “Online Learning Experience” in the back of the book).
Developing Insight Is an Art and an
Empirical Science
Earlier we observed that everyone has the innate capacity for insight. Developing it is an art, and in this field, everyone is an artist—latently, a very capable one. But like any art, it requires practice to develop fully.
Insight is a topic that has yet to be scientifically pinned down. We have great respect for the scientific method, and in this conversation, we are going to point toward empirical science as contrasted with theoretical science. Everything we posit should be and is testable in your everyday situations. So, you need not believe the concepts as you read them. In fact, it’s better if you don’t believe. Instead, simply allow yourself to make your own discoveries about insight and about how you think. Then, test your findings to see if they work for you. Use your own life as a laboratory. Here is an illustration.
Thirty years ago, Charlie read a transcript of a keynote speech by Willis Harman, professor emeritus of engineering at Stanford University and then-president of the Institute of Noetic Sciences. Willis spent the latter part of his career working on how to study consciousness scientifically. Addressing intuition, Willis observed that if we have an intelligence within us that is greater than rational thought alone, then it is reasonable to allow that intelligence to inform all our daily choices and actions. Charlie remembers the experience of reading that speech:
I can’t recall Willis’s exact words, but they triggered a thought for me, and I resolved to test my realization with my own personal experiment. For the next twenty-four hours, as best I could, I based every action on my intuitive sense of what was right—unless a rational assessment showed it to be ill-advised. Instead of prioritizing activities, as I had been taught in time-management classes, and mechanically marching through my design of the day, I selected my first task on the basis of what intuitively felt right and continued this method as I completed each task. (I did make all my scheduled meetings, calls, and so forth, on time.) I remember being faced with a couple of choices of minor consequence. I made them on the basis of feeling and without analysis. Someone (I can’t recall if it was a member of my staff or a client) came to me with a proposed course of action, along with a sound argument in favor, but it didn’t feel right. We had a conversation, and a better alternative surfaced.
The outcome? I had a simply fabulous day! It was clear I should continue the experiment, in no small part to rule out any possibility of a fluke. The following day was equally terrific! I extended the experiment until the end of the week, and in a sense, I’m still going. Over the years, I haven’t replaced rational thought, but my intuition developed as a legitimate and often-employed complement to reason. Typically, I revel in a thorough analysis and explore all known alternatives, crunching the numbers on a spreadsheet—I can go on quite a tear. Then, I switch off the intellect entirely and check in with what I feel and what my intuition tells me.
While insight isn’t exactly the same as intuition, we’ve included this story here to illustrate the value of running disciplined experiments. We hope you will try this sort of testing and self-assessment as you read this book.
Interest within the scientific community in insight, intuition, cognitive science, and the nature of thought has grown considerably in recent years. A great deal of research has been conducted, and much has been written on topics such as neuro-psychology, neurophysiology, and consciousness. By contrast, the source material for this book is based on our experience and on the experiences of our clients. While the findings we share are generally consistent with the formal research we have come across, we have decided to focus on practical approaches that you can apply to your community, workplace, and life.
What You “Hear” When...
Aha Moments
One insight can change your life, and the next can change your organization, or even the world.
We are all born with the capacity for insight, a capacity that remains with us our entire lives. Insights are those “aha” moments when the clouds part and the solution to your problem arises right in front of you. They happen when fresh new light is spread on a subject you’ve considered for some time. With insight, we enjoy wisdom, balance, and perspective. We have all experienced these moments of deep understanding, even if we might not know what to call them or how to describe them. They occur while we’re showering, jogging, daydreaming, sleeping, or talking with someone about unrelated subjects. Suddenly, usually when we are not consciously thinking about the subject, an answer pops into our heads. The fog lifts. The issue is clarified. The confusion dissolves. And the situation becomes so simple and so obvious that we can’t imagine how we missed it before. Surprisingly, these moments can be made to occur with much greater regularity. With them, you will find new paths of thought and new solutions that are permanent and easy to implement.
Think of a tricky problem that you have lived with for too long in either your work or your personal life. No doubt, you have had insights toward solving this problem. You experienced new thoughts on the subject that provoked a deeper understanding. Or you saw something fresh that lifted your spirits and washed away a low mood, clearing the space for a new line of inquiry. As we explore the nature of insight, you’ll see how these past experiences can help you reconnect with the principles and source of your insights.
Our goal is for you to generate insights quickly and easily so that with greater regularity, you can access them when you need them most.
Put simply, if you want more insights in your life, this book is for you. It is a concise guide to simple actions that can help anybody cultivate a habit of having more frequent and timely insights. With the appearance of more insights, you will make better decisions, find solutions to difficult problems, and offer fresh thinking on any subject.
Regrettably, for most of us, life trains us out of employing this natural thinking process, and we lose the habit of making insight a more regular and expedient occurrence. The approach and methods offered in this book will reconnect you with that ability and help you increase the frequency, strength, and value of the insights you experience each day.
If you feel like you make poor decisions, getting stuck in ruts of low-quality thinking; if you continually feel the need to work hard to overcome resistance; if you would like to experience more confidence, more resilience, and a greater sense of peace; or if you simply want more insights, both big and small, in your life, then this book is for you.
Based on what people who have mastered the methods in this book report, you should experience the following benefits at work and at home:
· Your problems won’t hang around and will often seem to solve themselves.
· You’ll make decisions more quickly, with greater confidence, fewer mistakes, and better overall judgment.
· Your interactions with other people will improve.
· Your personal schedule will relax, and you will find time to live and work with ease.
· Energy will be freed for the things you care about.
· Meetings will be shorter and flow efficiently.
· Better decisions will be made.
· Solutions will emerge that are easily implemented.
All these phenomena are a result of an improved capacity for insight.
The applications for what we have termed The Art of Insight (TAOI) are limitless. Whether you want to make better decisions, solve intractable problems, understand others better, or gain a new perspective on anything, insights are the answer.
As you read further into this book, you are going to appreciate something that you have always suspected, if not known. There is no set recipe for how to have more insights. And, unlike the formulaic steps in many business and self-improvement books, the practice of Insight Thinking is more art than science. Insight is a form of thought, and of course, everyone thinks a bit differently, just as everyone paints or writes differently. Like any art, it can be developed. With practice and attention, we can foster this innate capacity and enjoy the many benefits of a more insightful life.
This Book
We’re going to give you a summary of what’s in this book. First, we want to call your attention to the difference between what we term intellectual learning and insight learning. We hope you’ll read and absorb this book with the latter.
Intellectual learning relies on accumulating facts, processing those facts, storing those facts in memory, and then connecting them in a very methodical and thoughtful way. Insight learning works differently: it’s active in the sense that we are looking for insights, but it also occurs passively on its own through a subconscious reflective process that is more receptive than active. Often very diverse facts we already know are put together in a new way. Insight learning is all about seeing something for yourself and not just storing new information in your memory bank.
Both of these types of learning are very valuable, but while you are reading this book, we hope you will aim for insight learning.
The Book in a Few Pages
We believe there are two reasons you are not having as many insights as you could. First, you may not realize you should be looking for insight. Our thinking is aimed mostly at interrogating our memory for solutions to problems. The operative assumption is that the answer lies in memory if we could only access it. But as you will soon see (and probably know already), an insight is a thought we’ve never had before. It’s a fresh thought. If you want an insight, you don’t want to replow what you already know yet another time; you want to look into the unknown. This is common sense: if you know what you are looking for, you are more apt to find it. So chapter 1 is aimed at helping you clarify what insights are for you. After you do so, we promise they will be easier to find.
Second, while the circumstances in which people have their insights are as varied as the individuals, everyone we have talked with has reported a common state of mind. It’s an easygoing, unpressured, open, and ungripped state. The more often you reside in this state of mind, the more often you will have insights. Conversely, when you are agitated and bearing down with your thinking, insights become more elusive. While the Insight State of Mind is our natural, default state, we inadvertently think ourselves out of it. We simply need to regain our natural capacity to gravitate toward a good state of mind in order to have more insights, as outlined in chapter 2.
For all we know, insights are available all the time, but we just aren’t hearing them. Maybe our thinking radio is tuned to a different channel; maybe our mental grinding acts like a nearby construction site, drowning out the insight channel entirely. The remedy is learn to listen for insight, and this is the focus of chapter 3.
We have found that while you can take many of the actions we suggest in this book and consequently have more insights in your life, you run the risk of signing up for a lifetime of unnecessary work. In chapter 4 you will see that being insightful is a function of how you think, and as you daily deepen your appreciation and understanding of how thought works for you—having insight into your thinking—you will discover that insights will be brought to you in the course of life with no work on your part whatsoever.
Here are the four key elements of The Art of Insight:
· Understanding what insights are and actively looking for them
· Occupying a state of mind in which you’re apt to have insights more frequently
· Learning how to listen in such a way that you hear insights in yourself and others
· Growing your understanding of how thought works in your life
In chapter 5 we offer practical illustrations of TAOI being used by individuals, and then in chapter 6 we illustrate how it is used in organizations.
The accounts in this book should be used to stimulate your own insights. Reflect on what resonates and strikes true for you. Even when you don’t relate to something, it can still help you sharpen your own understanding. Remember, a state of mind cannot be expressed fully with words. Our language can only point you in the right direction.
Where This Book Came From
Over the course of our combined forty years of management consulting, we became increasingly fascinated by the observation that so many intelligent executives, although armed with pages upon pages of data, logic, and analysis, nonetheless ended up making boneheaded decisions. It wasn’t a rare occurrence. And yet we saw exceptions. From time to time, clients on their own accord, or sometimes with our help, achieved a strategic insight—a simplifying aha moment that often radically redefined their business and the competitive space to their advantage. Once articulated, these strategic insights seemed like simple common sense to everyone. They were easily understood and acted upon. In fact, implementation usually occurred with far less effort than the forced march that often characterized strategy implementation.
Could that phenomenon become a more regular occurrence? Was there some sort of formula for it? How might we go about looking for it?
For more than fifteen years we have helped senior managers realize that the phenomenon of insight itself holds the key to these questions. As we explored these concepts with our clients, we found that it is indeed possible to increase the frequency, strength, and traction of insights, and by doing so, improve both thinking and decision making.
In the course of our explorations, we reviewed research on the subject, but what we found to be far more useful were the numerous conversations we had with professionals engaged in helping executives, managers, and their teams be more insightful. When given a few basic principles and methods, clients reported having more insights and exhibiting better judgment as a matter of course. They solved problems more quickly and identified and avoided potential mistakes with greater regularity. Moreover, the plans and strategies they developed were creative and enduring—significant departures from prevailing thought and straightforward and unfettered in their implementation. As you might expect, what we learned about insight is far more widely applicable than just for improving business performance. All the principles we’ve found apply equally well to the activities of daily living.
Imagine what it would be like to live a more insightful life. Through our shared experiences and with stories from our clients, colleagues, and friends, we hope you will join us on a quiet walk through our discoveries about practical insight, learning how you can increase the frequency and quality of your insights every day.
How to Read This Book
We would like to encourage you to read this book in a slightly different manner than you might be used to. Below you will find some tips about how you can approach reading so that you can absorb the concepts in a deeper way than you might otherwise. In addition, we hope you will take advantage of the Online Learning Experience that accompanies this book on our website TAOI Online Learning (see the link in “Online Learning Experience” in the back of the book).
Developing Insight Is an Art and an
Empirical Science
Earlier we observed that everyone has the innate capacity for insight. Developing it is an art, and in this field, everyone is an artist—latently, a very capable one. But like any art, it requires practice to develop fully.
Insight is a topic that has yet to be scientifically pinned down. We have great respect for the scientific method, and in this conversation, we are going to point toward empirical science as contrasted with theoretical science. Everything we posit should be and is testable in your everyday situations. So, you need not believe the concepts as you read them. In fact, it’s better if you don’t believe. Instead, simply allow yourself to make your own discoveries about insight and about how you think. Then, test your findings to see if they work for you. Use your own life as a laboratory. Here is an illustration.
Thirty years ago, Charlie read a transcript of a keynote speech by Willis Harman, professor emeritus of engineering at Stanford University and then-president of the Institute of Noetic Sciences. Willis spent the latter part of his career working on how to study consciousness scientifically. Addressing intuition, Willis observed that if we have an intelligence within us that is greater than rational thought alone, then it is reasonable to allow that intelligence to inform all our daily choices and actions. Charlie remembers the experience of reading that speech:
I can’t recall Willis’s exact words, but they triggered a thought for me, and I resolved to test my realization with my own personal experiment. For the next twenty-four hours, as best I could, I based every action on my intuitive sense of what was right—unless a rational assessment showed it to be ill-advised. Instead of prioritizing activities, as I had been taught in time-management classes, and mechanically marching through my design of the day, I selected my first task on the basis of what intuitively felt right and continued this method as I completed each task. (I did make all my scheduled meetings, calls, and so forth, on time.) I remember being faced with a couple of choices of minor consequence. I made them on the basis of feeling and without analysis. Someone (I can’t recall if it was a member of my staff or a client) came to me with a proposed course of action, along with a sound argument in favor, but it didn’t feel right. We had a conversation, and a better alternative surfaced.
The outcome? I had a simply fabulous day! It was clear I should continue the experiment, in no small part to rule out any possibility of a fluke. The following day was equally terrific! I extended the experiment until the end of the week, and in a sense, I’m still going. Over the years, I haven’t replaced rational thought, but my intuition developed as a legitimate and often-employed complement to reason. Typically, I revel in a thorough analysis and explore all known alternatives, crunching the numbers on a spreadsheet—I can go on quite a tear. Then, I switch off the intellect entirely and check in with what I feel and what my intuition tells me.
While insight isn’t exactly the same as intuition, we’ve included this story here to illustrate the value of running disciplined experiments. We hope you will try this sort of testing and self-assessment as you read this book.
Interest within the scientific community in insight, intuition, cognitive science, and the nature of thought has grown considerably in recent years. A great deal of research has been conducted, and much has been written on topics such as neuro-psychology, neurophysiology, and consciousness. By contrast, the source material for this book is based on our experience and on the experiences of our clients. While the findings we share are generally consistent with the formal research we have come across, we have decided to focus on practical approaches that you can apply to your community, workplace, and life.
What You “Hear” When...
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- PublisherBerrett-Koehler Publishers
- Publication date2013
- ISBN 10 1609948092
- ISBN 13 9781609948092
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Book Description Paperback. Condition: new. Paperback. We have all experienced it- the jolt of an insight arriving like a thunderclap, unexpectedly and without warning. But what if insights could be accessed more reliably? Drawing on years of research, reflection, and experiences with colleagues, friends, and clients, Charles Kiefer and Malcolm Constable present a thorough, pragmatic approach for dependably generating fresh thoughts and perspectives. Guided by their user-friendly practices and helpful exercises (both in the book and online at www.TAOI-Online-Learning.com), you'll develop your own personal approach to cultivating a mindset where insights come so readily that new or long-standing problems are solved with confidence and ease. We have all experienced it: the jolt of an insight arriving like a thunderclap, unexpectedly and without warning. But what if insights could be accessed more reliably? Drawing on years of research, reflection, and experiences with colleagues, friends, and clients, Charles Kiefer and Malcolm Constable present a thorough, pragmatic approach for dependably generating fresh thoughts and perspectives. Shipping may be from our Sydney, NSW warehouse or from our UK or US warehouse, depending on stock availability. Seller Inventory # 9781609948092
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The Art of Insight; How to Have More Aha! Moments (Paperback)
Published by
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(2013)
ISBN 10: 1609948092
ISBN 13: 9781609948092
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Book Description Paperback. Condition: new. Paperback. We have all experienced it- the jolt of an insight arriving like a thunderclap, unexpectedly and without warning. But what if insights could be accessed more reliably? Drawing on years of research, reflection, and experiences with colleagues, friends, and clients, Charles Kiefer and Malcolm Constable present a thorough, pragmatic approach for dependably generating fresh thoughts and perspectives. Guided by their user-friendly practices and helpful exercises (both in the book and online at www.TAOI-Online-Learning.com), you'll develop your own personal approach to cultivating a mindset where insights come so readily that new or long-standing problems are solved with confidence and ease. We have all experienced it: the jolt of an insight arriving like a thunderclap, unexpectedly and without warning. But what if insights could be accessed more reliably? Drawing on years of research, reflection, and experiences with colleagues, friends, and clients, Charles Kiefer and Malcolm Constable present a thorough, pragmatic approach for dependably generating fresh thoughts and perspectives. Shipping may be from our UK warehouse or from our Australian or US warehouses, depending on stock availability. Seller Inventory # 9781609948092
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