Can our gut feelings lead to better decision making?

This assumption seems absurd for anyone in business who is used to think analytically and relying on evidence. Facts and figures are taken seriously by investors. Rational decisions and advice from company consultants, such as "think before you act" has shaped our thinking over the last decades.

In his book "Gut Feelings: The intelligence of the Unconscious" (2007), Gerd Gigerenzer, Director of Berlin's Max Planck Institute for Human Development, brings up an important point: that our unconscious intelligence follows a specific logic. He says that instinct and intuition are not impulsive but have their own brain-based principles.

Good intuition does not have to be logical, says Gigerenzer. It can go beyond the logical by drawing in information that is not yet present on the conscious level. This makes the topic particularly exciting for me.


As a former external auditor for renowned DAX companies, I was responsible for auditing the company's balance sheets and profit and loss accounts. More specifically, part of my work consisted of sampling of financial evidence. Identifying anomalies was my job.



intuition unternehmer

Over time, I developed a real sense of which samples should be pulled to expose accounting errors based on the feeling that “something wasn’t right.” In one case, I selected one sample from hundreds belonging to the Head of Personnel. It happened to show that she had not withheld taxes from her salary. As she alone was responsible for calculating the monthly salary statements, I asked her why she did not deduct any taxes from her salary pay check? It is required by every employee. Her reply was astounding: I am a single mother and needed the money. Period.

According to the well-known "Fraud Triangle," she had both the opportunity and the motivation for it. It made complete sense to her, to act in this way, and she rationalized her deed, but it wasn’t without consequences. When I communicated my discoveries to management, she was fired and a year later, at the next audit, I met another head of personnel department.

In the course of my career as an auditor and consultant I got better and better at detecting inconsistencies. But that was just the beginning. In business, you must be able to do this with people and not just with numbers. This skill made talking with decision-makers at the different companies even more interesting. What were they telling me? And how much of it was true? I often had my doubts.

And more often than not it was precisely these dubious, nagging feelings, these premonitions that gave me hints that something was wrong.

How can you use your intuition to make better decisions?

Be on the lookout for those nagging feelings. It is the way your unconscious tries to tell you when something, or someone, is right or not.

For me, this has deepened my understanding of people and the way we communicate. Studies about our intuition and the unconscious are booming right now. And in my work as an international HypnosystemCoach®, it is essential to give mine and your unconscious as much weight as the consciousness. By combining the two, I help people achieve their goals, develop new business strategies and become even more successful in their lives.

We have been trained to believe that conscious thoughts are more important than unconscious knowledge.

HypnosystemCoaching® can help you become a more intuitive person, someone who makes more coherent decisions. Whether as an entrepreneur in your business life, or as a parent at home, anyone with a heart and mind will profit from HSC®.


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