bodies, few large organizations existed. And even where large organizations did exist, the lack of technology meant that leaders of businesses, government entities, social organizations, and educational institutions directly interacted with the people in their organizations and those whom the organization served. People looked into the eyes of other people who affected their lives.
With the booming human population and our creation of the Industrial Revolution and Information Age, large organizations have increased dramatically in both number and in size. Today leaders of large organizations are often far removed from both the members of their organization and the people — such as customers, suppliers, and shareholders — who influence the organization from the outside. They create policy and then employ multitudes of people to execute it. They control the behavior of their employees the only way they know how, through objective means. Performance and productivity are measured, weighed, and analyzed. Just as there is little room for personal contact in an efficient mega-organization, there is also little room for intuition.
Intuition Rises Again
Ironically, like the nutrient-rich ashes from which the phoenix rose, the primary cause of intuition’s fall — technology and the resulting flood of data pouring into our left brains — is fueling its revival. We are overwhelmed with data. We are confused. We are tired. We are ungrounded. We are not making better decisions than we used to. We are not behaving better.
We need to find an anchor in the storm — an anchor that will help us manage the data better and with less stress, an anchor that will make the data more relevant and