First, your inner creative Essence provides the quality of intuition: a direct knowing without conscious reasoning. Intuition has always been a powerful mainstay of great business, but until fairly recently it has been denied as a business tool in the era of overdependence of analysis…

A second quality, will, begins to fill in the picture. It is the part of you that can take responsibility. It is the ground of your creative actions. People who are creative in business have a compelling vision or mission, and this exemplifies will…

The third quality of Essence is joy. This book could have been called The Joy of Business because, for all the work and frequent difficulty that creativity entails, it always brings a sense of joy. When you get a hint of your own creativity or potential, you always feel this bright, shimmering quality of joy. It is best related to the art quality of balance. When you have balance within yourself and between all parts of your life, you experience the joy of the flow of creativity.

We often talk about creativity in terms of breakthrough. And to break through a wall of fear and criticism that might stop you, you need a fourth quality, strength. Creative business people take appropriate risks. Their strength allows them to do that without even seeing risks as risky. This inner strength overcomes fear….

Finally, you can draw on a fifth quality of Essence, compassion, to completely bring your creativity into the world. This compassion isn’t the mushiness of do-gooders. Instead it is loving kindness, first for yourself and then for others. When you operate from this compassion you nurture your own ability, recognise your own creativity and that of others. It causes you to experience the ultimate Eureka! feeling of “I Am.” Creative business people can implement their creativity so well because they have that confidence in their own creativity and bring it out in others too. Compassion of this sort is best related to the art principle of harmony, and you can see how it creates harmony, not only among all the qualities of Essence but also in your business life.

Strangely enough, the science they are trusting in is about three hundred years behind the times. If their science conforms with what their senses tell them, they are subscribing to Newtonian views developed during the seventeenth century. This mechanistic science leads us to view humans as machines that respond to internal and external stimuli, each living in a separate corner of a larger machine: the physical universe. Such a view leads us to believe that we are completely separate, self-animating beings. Our bodies house brains, but our thoughts are only side products of our physical machines; consciousness, free will, divine purpose, and Essence are superfluous at best. The mechanistic view has led us to try and predict and control nature rather than harmonize with it. We strive rather than surrender.

Listening to intuition is not the act of concentrating on what you think you want. It is not hedonism, a move toward the most pleasurable short-term alternative. It is not giving vent to the inner emotional child left over from your infancy. It is simply paying clear attention, without mind chatter and emotions, to the most appropriate alternative that comes from the creative Essence.

Our speakers seem to tell us that intuition kicks in precisely when they move through the stress and the frustration to a calm, clear state beyond. At that moment, the appropriate action appears almost as a solid conviction: take the case of Robert Medearis. Instead of emotion, he prefers to talk about energy:

I think everybody has a certain amount of energy about them. And I think that one of the critically important things is to allow that energy to take place. Don’t be afraid of it, don’t try to channel it. Let it emerge. Because that energy is the source, it’s the food for the idea… Allow it to ferment, allow it to come out, allow it to bubble up if you will even though you might think that it’s somewhat negative in origin. Allow it to manifest.

Recognition, which literally means “to know again,” is probably as good a synonym as any for intuition. When you have worked diligently and built upon experience in any area of business, the right decision comes instantly as a sort of emotionless recognition.

Rigorous data analytics should inform intuitive thinking. Shantanu Narayen, for example, stressed its role in his decision to move Adobe to cloud-based service. The process involved “a lot of discipline,” he said. “We ran pilot in some countries. We got feedback. People give us credit for bold decisions. But we put in a lot of work.” Yet, when asked how he evolved as a CEO, he said, “I got much more comfortable with pattern matching.” Discerning a pattern you’ve seen before in a new situation is one of the signature abilities of informed intuition. But spotting patterns, as Narayen cautioned, can be “both a plus and a minus.” Doing it well requires building up a robust mental archive of patterns seen through time. With that strong repertoire, pattern matching can be remarkably powerful. Without that archive, it can go badly awry. But even with good experience, it’s easy to fall into the trap of confirmation bias— seeing a pattern because you expect it to be there. It’s essential to rigorously challenge your intuitions.

Narayen emphasized that to ensure you’re both listening to your intuition and checking it, it’s important to create a process for combining your informed intuition with that of others, as Paz did.