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From intuition to point of view

From intuition to point of view

Everything, it would seem, begins with intuition. This mysterious capability which we often confuse with instinct - our inner animal impulse - which each of us possesses and allows us to find our true nature as humans. 

 

We spontaneously label as intuition everything which, in our personnal cerebral endeavours, pushes us to act without really knowing why. 

 

Furthermore, our Cartesian societies, with their teachings and learnings clearly oriented towards the organization of methods and the study of processes systematically draw us away from the emotional field of our actions. Sometimes, this field is voluntarily forgotten, even rejected, as it feels "suspect" to the eyes of numerous entrepreneurs. 

 

This is a formidable mistake. 

 

To the contrary, an increasing number of studies stemming from some of the most advanced university research centers have demonstrated that the larger human achievements and the greater innovations, those who forge and span entire sectors of our economies are the work of "giants" who primarily trusted their intuition, combining the cognitive and emotional parts of their personality. 

 

Perspicacity, curiosity, relentlessness, the management of risk, or fear, or failure, have led them precisely where their initial intuition guided them even if they couldn't quite say why. 

 

At the heart of the cerative economy - this new economy inspired from approaches traditionally reserved for artists - we can now identify the most serious and performant players. Apple, Ubisoft, the Cirque du Soleil, but also some of the larger technology, design, engineering firms. All without exception are guided by leaders not only spawning great intuitive reflexes, but also the practice of a "creative" type of management in which interdisciplinarity, intergenerationality, interculturality and internationaly are seen as building blocks. 

 

 

Framing one's point of view

 

What do I bring, what is my company doing to "change the world". 

 

This question may seen candid. But answering it is a first step on the path that makes a venture identifiable and desirable.

 

Coco Chanel, in an interview to a women's magazine, reportedly admitted that: "If, in a soirée, we tell a woman that her dress is pretty, I have failed. If, to the contrary, we tell her that we find her much in beauty... Then, I have succeeded". 

 

Coco Chanel's goal wasn't to create and produce dresses more suited to the needs of her clients, but rather to take a larger interest in the beauty, the freedom and the predominance of women in society. 

 

This is what precisely what we mean when we speak of having a point of view. The later expresses the singularity and personality of Coco Chanel, but also hints to everything that the famous fashion designer has transmitted to her legendary, if not mythical brand. 

 

In philosophy, in attitude, in originality and in correctness of its tone. 

 

The point of view of brands, of businesses, of communities and of their managers contain what single-handedly draws us to them. This is also true of other humans in general. 

 

We like to share with those who, in part or in full, know most clearly and most spontaneously how to express their opinions, their values, their philosophies, especially when theirs overlap with our own. Don't we say, as a matter of fact, that birds of a feather flock together. 

 

In all societies, individuals become together, assemble, rejoyce and undertake, consciously or unconsciously, because they share some beliefs, a similar philosophy, a similar point of view.

 

American, Canadian and European academics speak more and more often of "brand manifestos". This says a lot about the quasi-political nature of the point of view, but also on its anchoring in the strength of the beliefs of the founders and managers of businesses. 

 

A clear and precise point of view allows us to singularize, situate and position ourselves relative to the evolution of society, of businesses and their competitors. It is a competitive advantage for those who have the courage to formulate one. 

 

In this, the point of view of someone tells us a lot about his transparency and intellectual honesty, especially when the person acts in full coherence in his thoughts and expressions. 

 

Alas, a clear point of view serves as a landmark from which to undertake, guaranteeing entrepreneurs an increased coherence between ideas and actions. 

 

Entrepreneurs need to make choices. Choosing one's point of view is a sign of courage. 

 

And you, would you know how to formulate a point of view?

 

Jean-Jacques Stréliski is adjunct professor at HEC Montréal, member of MosaiC, and image strategy expert. He writes the Questions d'images column in Le Devoir.

 

 

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