2
Strategic Intuition
these various sources, we are able to arrive at a modern discipline
that puts fl ashes of insight at the center of a philosophy of action
across all fi elds of human endeavor.
I call this new discipline strategic intuition. It is very differ-
ent from ordinary intuition, like vague hunches or gut instinct.
Ordinary intuition is a form of emotion: feeling, not thinking.
Strategic intuition is the opposite: it’s thinking, not feeling. A
fl ash of insight cuts through the fog of your mind with a clear,
shining thought. You might feel elated right after, but the thought
itself is sharp in your mind. That’s why it excites you: at last you
see clearly what to do.
Strategic intuition is also different from snap judgments.
These are technically expert intuition, a form of rapid thinking
where you jump to a conclusion when you recognize something
familiar. In Blink (2005), Malcolm Gladwell brought decades of
research on expert intuition to the attention of a wide audience.1
This book attempts something similar for strategic intuition.
Expert intuition is always fast, and it only works in familiar situa-
tions. Strategic intuition is always slow, and it works for new situ-
ations, which is when you need your best ideas.
This difference is crucial, because expert intuition can be the
enemy of strategic intuition. As you get better at your job, you
recognize patterns that let you solve similar problems faster and
faster. That’s expert intuition at work. In new situations your
brain takes much longer to make enough new connections to fi nd
a good answer. A fl ash of insight happens in only a moment, but
it may take weeks for that moment to come. You can’t rush it.
But your expert intuition might see something familiar and make
a snap judgment too soon. The discipline of strategic intuition
requires you recognize when a situation is new and turn off your
expert intuition. You must disconnect the old dots, to let new ones
connect on their own.
The term strategic intuition distinguishes this discipline from
other forms of intuition and also places it fi eld of rmly in the fi
strategy. Classical texts on strategy from Asia give us our fi rst
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