Solving Problems Before They Happen
Last Updated: Saturday 5th January 2008 | ©Penney Peirce |  Print Version |
INTUITION AND BUSINESS:
An Expert Intuitive Looks at Future Trends
As an "expert intuitive" who has worked with executives and the general public for over thirty years, I have synthesized a broad yet detailed understanding about the nature of perception by repeatedly acting as a bridge between the unseen, intangible realm and the physical world of logic, language, and practical solutions. Fundamental changes are happening today, everywhere in the world. I feel it will be business, through its need to stay abreast of emerging market trends, that will help lead the way in catalyzing a profound and lasting societal transformation –– and in the foreseeable future. In the past four segments of this series I have discussed some of the signs and symptoms of this profound shift in the way our reality will work and how it will affect business. Many realms that were previously kept separate are now integrating, for example: our personal and work life, our "masculine" and "feminine" energies and awareness, and our perception of Us and Them, or the Have’s and Have-not’s.
A big part of how being skilled in intuition will affect business is that by learning to work in both the inner and outer realities, and seeing them as intricately interconnected and influencing each other, we will learn to create more efficiently, reduce wasted time and energy, and anticipate and prevent problems from occurring.
Solving Problems Before They Materialize
As executives acknowledge the interrelatedness of the internal, invisible, process-oriented part of life and the external, visible, results-oriented part of life, they will consider new, softer solutions to problems. They will assume that nipping an unhealthy energetic pattern in the bud is a highly efficient way to maximize productivity. It will be common sense to deal with potential problems at the feeling and emotional level, before they erupt into physical breakdowns in the manufacturing plant.
A friend of mine was involved with a company that was having a serious cash flow problem, threatening its very existence. The four founding partners, all men, were progressively polarizing and a bitter battle was brewing. Two of them became controlling and dominating and planted their spears; two became victims and tried to preserve themselves, ready to leap to whichever side looked more promising.
They spent money they didn’t have to bring in outside consultants who worked with them for a year, helping them develop better communications and new strategies. But nothing worked. In the end, the company succumbed to a hostile takeover by the most domineering partner, in which almost all the employees were let go, and several of the partners were cheated of their rightful due. Had these men been open to the view “from the inside out,” they would have seen that the company was designed as an arena for them to work out the unconscious problems they each had due to bad relationships with their fathers, and thus to their own, and others’ authority. A talented “corporate therapist” or expert intuitive might have been able to help them find a way to support each other, and thus to save the company, which they erroneously thought existed only to manufacture a product and give them money.
In the not-too-distant future, when we’re able to hold the paradox of the mutual inclusiveness of the world of spirit (non-form) and matter (form), twenty people won’t need to be severely shocked by the loss of their livelihoods, and the industry won’t need to lose a potentially innovative company, all because of the polarized egos and limited perception of four men. In the corporation of the future, hopefully “love” in business won’t be an oxymoron, and we’ll be able to speak directly about “intuition” and “spirit” without having to allude to these vital components of life through palatable and inventive semantics such as “business ethics,” “integrity in the workplace,” the “spirit of cooperation,” or “flying by the seat of your pants.”
Penney Peirce
