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How "Aha!" really happens.
When do you get your best ideas? You probably answer "At night," or "In the shower," or "Stuck in traffic." You get a flash of insight. Things come together in your mind. You connect the dots. You say to yourself, "Aha! I see what to do." Brain science now reveals how these flashes of insight happen. It's a special form of intuition. We call it strategic intuition, because it gives you an idea for action-a strategy.
Brain science tells us there are three kinds of intuition: ordinary, expert, and strategic. Ordinary intuition is just a feeling, a gut instinct. Expert intuition is snap judgments, when you instantly recognize something familiar, the way a tennis pro knows where the ball will go from the arc and speed of the opponent's racket. (Malcolm Gladwell wrote about this kind of intuition in Blink.) The third kind, strategic intuition, is not a vague feeling, like ordinary intuition. Strategic intuition is a clear thought. And it's not fast, like expert intuition. It's slow. That flash of insight you had last night might solve a problem that's been on your mind for a month. And it doesn't happen in familiar situations, like a tennis match. Strategic intuition works in new situations. That's when you need it most.
Everyone knows you need creative thinking, or entrepreneurial thinking, or innovative thinking, or strategic thinking to succeed in the modern world. All these kinds of thinking happen through flashes of insight& mdash;strategic intuition. And now that we know how it works, you can learn to do it better. That's what this book is about.
Over the past ten years, William Duggan has conducted pioneering research on strategic intuition and for the past three years has taught a popular course at Columbia Business School on the subject. He now gives us this eye-opening book that shows how strategic intuition lies at the heart of great achievements throughout human history: the scientific and computer revolutions, women's suffrage, the civil rights movement, modern art, microfinance in poor countries, and more. Considering the achievements of people and organizations, from Bill Gates to Google, Copernicus to Martin Luther King, Picasso to Patton, you'll never think the same way about strategy again.
Three kinds of strategic ideas apply to human achievement:
* Strategic analysis, where you study the situation you face
* Strategic intuition, where you get a creative idea for what to do
* Strategic planning, where you work out the details of how to do it.
There is no shortage of books about strategic analysis and strategic planning. This new book by William Duggan is the first full treatment of strategic intuition. It's the missing piece of the strategy puzzle that makes essential reading for anyone interested in achieving more in any field of human endeavor.
- Sales Rank: #278224 in eBooks
- Published on: 2007-11-22
- Released on: 2007-11-22
- Format: Kindle eBook
Most helpful customer reviews
26 of 27 people found the following review helpful.
It answers a very particular question
By Gregory Fung
I've been looking for a book that answers the question "How do I go from my SWOT analysis (a chart that puts on one page strengths, weaknesses, external opportunities and threats) to a plan that really works?" Most of the books I've read recommend that a manager work up their analysis and then use it to write their plan. But I've noticed that going from analysis to an awesome game-winning plan is extremely hard to do, and is something I and my managers do with less success than I would like.
This book addresses my very specific but important question by describing what the right person needs to do to set the right conditions to have the right flash of insight, and how our usual planning techniques actually go against this natural process. Duggan makes a clear and non-technical argument and, for what it's worth, seems to match my experience.
The few shortcomings of the book, in my mind, are that it is difficult to clearly apply this approach to an organizational setting. His one example using the GE "What Works" matrix is a bit thin and without clear results, making me wonder why he could not find a better example with real results, and why GE ultimately discontinued the method. Secondly, this book does not help someone become more able to have flashes of insight. Setting the right conditions is great, but it is no guarantee of brilliance. Perhaps this would be a question for his next book.
Overall, I loved this book because it gave a solid framework for an important and longstanding question I've had, but I only gave 4 stars because of the shortcomings mentioned above.
25 of 28 people found the following review helpful.
A must read for anyone doing strategy
By James E. Schrager
I teach strategy in graduate business school and have done so for over twenty years. I routinely judge strategy books to be without much practical use. This book takes an entirely different approach from most others and is thoroughly successful. Rather than simply tell stories or provide backward looking analytical tools, Prof. Duggan takes you inside great strategy decisions and shows how they were made. The first one he details is amazing, but it takes several before you really understand what it is all about. The more the better, as each example shows the thoughtful reader yet another way the concepts work. A must read for anyone who wants to work on making better decisions, rather than just analyzing those from the past. This book has the potential to change the way we think about strategic decisions. Many students who have read it have reported to me they are unable to put it down.
2 of 2 people found the following review helpful.
Another Book Review from the Aleph Blog
By David Merkel
We all know how to be logical; at least most of us do. But logic only takes us so far. Real progress comes through those who are willing to take old ideas, combine them, and use them to solve an unrelated existing problem.
Breakthroughs do not come from ordinary activity, but from those that are willing to look beyond, and consider new possibilities. They take what is known from the past, and generalize it to a new situation.
Even in writing the closing, the author writes, "My opportunity to write this book arose from when I saw a gap in the field of strategy at the same time that I saw the existing elements that might combine to fill that gap. In all these chapters, not a single idea, not a single example, is my own. I borrowed them all. But the combination is new, and I am grateful for the opportunity to present it here to you."
The author looked at many different areas of human endeavor, looking for commonalities for when leaps of progress were made. The areas were science, war, entrepreneurship, the arts, and social work.
It's not enough to be knowledgeable about the past, and to know the theories of the present. Can you take them to come up with a solution to a current problem, by using ideas from one area of knowledge, and apply them to an area where they have not been previously applied?
What is ordinary is when you know a goal, and create a plan to achieve that goal. If you have enough resources, and your plan is adequate you will succeed at an ordinary goal.
What is extraordinary is trying to achieve something that is totally new. Those that do so achieve it by using what is already known (by some) in a totally new way.
Thus, rather than looking at the goal, consider that the goal might not be achievable, but something close to it might be. Look at many goals and see whether there isn't one that has greater impact that you could achieve. (I wish I could have revised my dissertation topic in mid-stream.)
I have experienced this in my own life. My biggest successes came through using ideas from other fields and applying them to the insurance industry, which is a very stodgy place.
When you finish with the book, you will have a lot of new ideas for how to creatively attack hard problems. That's what makes this book compelling. But it's methods are not a panacea; they won't solve every problem.
Quibbles
The trouble with a book like this is that it picks and chooses. Much progress does come from the ordinary application of logic. But many of the jumps of progress do not come from applying ideas from other fields, but by pure accident. Something anomalous occurs, and no one has a good explanation for it. At such a point, new theories are proposed and tested. This is more like ordinary science, and less like what the author proposes.
Also, few of us have the luxury of being able to be flexible about what targets we aim for, or have knowledge of fields far from the target that have some influence on it.
Who would benefit from this book: If you have to solve a hard problem, and you don't see a way to solve it, this book may help you do it.
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