Intuition: comfort with ambiguity

Synopsis: Intuitive thinking has been considered relationship-based, ‘female type’ thinking. Women may be more adept at multitasking, looking beyond the obvious and in managing a variety of situations.


With discovery of two hemispheres in the brain in the twentieth century, functional dualism was theorized along gender lines.

The dual modes

The logic mode of the left hemisphere was perceived as the rational ‘masculine’ consciousness, task-based and academically brilliant.

The insight mode of the right hemisphere was looked upon as the intuitive ‘feminine’ consciousness that is relationship-based.

Feminine competency?

Insight bases on divergent thinking and inductive logic. But whether intuition (or rationality) is intrinsic to gender is still debated.

For example, former British Prime Minister Winston Churchill was mediocre academically. Yet he possessed "a zigzag lightning of the brain" that was universally admired.

Again, Indian littérateur Rabindranath Tagore went on to be a Nobel laureate, and two sovereign countries, India and Bangladesh have adopted his compositions as their national anthems. He created a university although he himself avoided formal schooling.

The non-rational way

Intuition or instinct isn’t irrational, but rather a non-rational, holistic way of thinking that forms the big picture from only a few dots.

The involvement with home, family and social connections could make women more adept at looking beyond the obvious, multitasking and managing a variety of situations at the same time.

So they appear more comfortable with ambiguity, better at decoding emotional messages, in nonverbal sensitivity, and in communicative verbal skills.

Stress responses

Unknown variables raise new levels of incompetence in people and performance falters. The resultant stress can cause unthinking responses, like:

• Panic is thinking too little, losing touch with situation and context and operating by some remote instinct to simply survive.
• Choking is thinking too much, losing touch with instinct and becoming tentative, approaching the job like a beginner, second-guessing oneself.
  

Stress conditions generally include emotional outpourings of fear and anger. They do also lead to irrational behaviours.

Hence ‘emotions’ have become connotatively associated - although it’s more accurate to equate ‘stress’ with ‘irrational’.

Systemic discomfort

Rationalism faces uncertainty in handling unknown variables. In interpersonal issues, motivation, and teamwork conflicts arise, producing hesitation, vacillation and emotional stress. The process of adaptation requires new learning.

But stress confuses the mind and shuts off reasoning. The decisional strategies adopted are reactive and only to alleviate the systemic discomfort.

People forced to think on their feet in uncertain circumstances might gamble on certain solutions working for them. Or they may become too overwhelmed by situation and context to make informed choices. They may also avoid taking a decision altogether by procrastinating or passing the buck.

Intuition rediscovered

An effective decision then seems a lucky strike. In a world of rapid change, multitasking and social skills have become keys requisite of ability because resources, including time, are now limited.

In its quest for the competitive edge, enterprise latched onto social intelligence as key in the global interactive process. Intuition, the “feminine” side of mind, has thus been rediscovered.

Cont’d 2…learning without awareness