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Should We Fear Death
Death is not something that many people want to think about. However...
Read Why Should We Fear ...


Analytical / Intuiti
This article discusses the different strengths and weaknesses of ana...
Read Why Analytical / In...


The NSTP ( Non-Spati
The term NSTP (Non - Spatial Thinking Process) in the NSTP theory me...
Read Why The NSTP ( Non-...


10 Common Dreams Rev
Here are the meanings of ten common dreams that people have:Being Ch...
Read Why 10 Common Dream...


How do I Choose a Re
The Initial Agony The clock ticks away and still you haven't thought...
Read Why How do I Choose...



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Analytical / Intuitive Thinking By Charles Parselle

This article discusses the different strengths and weaknesses of analytical and intuitive thinking, which combined may be called holistic thinking. Because thinking is in its nature invisible and abstract, the article uses an analogy by way of representation: the anatomy of the cornea.

At the very center of the cornea are clustered cone cells, which have the function of focusing on objects far or near. Surrounding the cone cells are the more numerous rod cells, which provide peripheral vision. If the cone cells deteriorate, when one attempts to focus upon an object, it disappears; a black spot in the center. But if you lose peripheral vision, even if you retain the ability to focus, it is like observing the world one speck at a time through the means of the focused beam of a flashlight. It is much easier to get around with only peripheral vision than with only focused vision.

This analogy can be convincing when seeking to persuade lawyers that analysis is not the whole universe of thinking. Lawyers are taught to specialize in analytical thinking. They may do this to such an extent that they dismiss intuition as "touchy-feely." That term betrays unawareness of the fact that just as the cone cells are surrounded by more numerous rod cells, so the penetrative power of analytical thinking is only made possible by the provision of context afforded by the intuitive. If you have no intuition of where to look, you cannot focus the concentrated beam of analysis at the right target.

Analytical thinking is historically quite recent, whereas intuitive thinking has been mankind’s chief possession since the dawn of time. As far as Western civilization is concerned, the classical Greeks “invented” analytical thinking; the Romans built really straight roads with it, the Dark Ages lost it, and the Enlightenment rediscovered it. We can partly attribute the triumphs and perils of our modern civilization to the relative imbalance in the importance afforded to analytical versus intuitive skills over the last four hundred years. The current dysfunction of the legal system is also in part a consequence of this imbalance. The broad mission of mediation may be to restore the balance, because we are now in a time when the perils threaten to outweigh the triumphs. Overly analytical people are to a large extent “blind;” what our society needs is people who can “think” with a whole eye, which is called holistic thinking – only those who are out of touch with feeling call this ‘touchy-feely.’

Analytical thinking is powerful. It is focused, sharp, linear, deals with one thing at a time, contains time, is deconstructive, contains no perspective, is subject to disorientation, is brain centered, and tends to the abstract. Analytical thinking is efficient in the following conditions – sufficient time, relatively static conditions, a clear differentiation between the observer and the observed. It is best suited for dealing with complexities, and works best where there are established criteria for the analysis (for example, rules of law). It is necessary when an explanation is required, seeks the best option, and can be taught in the classroom to beginners.

Intuitive thinking has contrasting qualities: it is unfocused, nonlinear, contains "no time," sees many things at once, views the big picture, contains perspective, is heart centered, oriented in space and time, and tends to the real or concrete. Intuition comes into its own where analytical thinking is inadequate: under time pressure, where conditions are dynamic, where the differentiation between observer and observed is unclear. It works best where the observer has experience in the particular situation, is difficult to teach in the classroom, eschews seeking the ‘best’ option in favor of the ‘workable,’ and is prepared to act on feelings or hunches where explanations are either not required or there is no time for them. Intuition is experience translated by expertise to produce rapid action.

Intuition is limited where the task is complex and uncertain, where the observer lacks experience, or the observation is distorted by biases or fixed ideas. Its weakness is a tendency to produce a fixed attitude or mindset that ignores new data; that is why the analytical thinking of the Enlightenment was so revolutionary. Intuition is ineffective for predicting the stock market, or for discovering that the heart is a pump, or for dissecting a legal problem.

When analytical and intuitive abilities are combined, the result is ‘holistic.’ In order to effect settlements and resolutions, it is necessary to move people out of a rights/obligations/win-lose mindset into a needs/interests/mutual gain mindset, which is what mediation is all about – this requires holistic thinking abilities.

ANALYTICAL
Time
Static
Linear
One thing
Small picture
Focused
Deliberative
No perspective
Classroom taught
Objective
Best option
Needed when explanation required
Deconstructive
Object differentiation
Objective/subjective differentiation
Brain centered
Disoriented
Abstract
Historically new
Lawyers

INTUITIVE
No time
Dynamic
Non-linear
Many things
Big picture
Non-focused
Instantaneous
Perspective
Experience taught
Subjective
Workable option
Needed when action required
Constructive
Pattern matching
No clear objective/subjective
Heart centered
Oriented
Concrete
Historically old
Firefighters

Admitted to practice law in California and England, Charles Parselle is a sought-after ADR professional, with a varied practice including business and commercial claims, construction, employment, insurance, personal injury, probate, professional liability and real estate. An experienced litigator, he enjoys the confidence of both plaintiff and defense bars as a gifted facilitator of dispute resolution. He obtained his law degree from Oxford University. He has been in law practice in California since 1983. He writes and speaks frequently on dispute resolution, and teaches mediation internationally for the Institute of Conflict Management. ?expert=Charles_Parselle



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Today, the World is a Better Place -

I have never in my life felt so relieved and so inspired by the results of an election as I am by the selection of Barack Obama as the next President of the United States. Today, the world is a better place.

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An Offense is Not a Defense -

An offense involves fighting hard enough to secure a goal and remove obstacles to that goal. A defense involves expending just enough energy to ward off an attack or prevent injury.

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When Passive-Aggression isn?t Very Passive -

Often when someone says that another person is being “passive-aggressive,” they really mean something else. Let’s clarify just what passive-aggression is — and what it isn’t — with the help of a framework for understanding human aggression in general.

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Acting Up is Not ?Acting-Out? -

True "acting-out" is an outward manifestation of an emotional conflict that can't be consciously recognized by an individual. Acting-up is NOT acting-out.

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Understanding Denial as a Defense Mechanism -

For neurotics, behavior such as denial is an unconscious defense mechanism that protects against the experience of unbearable pain. With disordered characters, what we commonly perceive as unconscious defenses (e.g., denial) are more often deliberate tactics of impression-management, manipulation, and responsibility-avoidance.

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What is a Character Disorder? -

Personality and character disorders are not the same thing. Our personality defines the stylistic way we tend to interact, while our character is defined by the level of social conscientiousness and virtue in our personality. When personality or character traits present major obstacles to functioning in a healthy way, they might constitute a disorder.

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1000 Questions for ?Ask the Psychologist? -

Nineteen months and countless hours later, our Ask the Psychologist service today publishes Dr Carver's reply to the 1000th question answered since the service launched in May 2007.

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Disturbances of Character -

Almost all the principles of traditional psychology are based upon the attempts of various theorists to explain a phenomenon rare for its time and almost totally unheard of in modern times. Character disturbance — not neurosis — is the pressing psychological reality of our day and simply can't be understood or dealt with using traditional paradigms.

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Someone in Your Life Probably Has a Personality Disorder -

It might be your spouse, your parent, your co-worker...even your child. Chances are, someone with a significant role in your life has a personality disorder. Dr Carver’s new guide to personality disorders in relationships puts the reality in plain English; more than just a list of diagnostic criteria, this explanation describes what it’s really like and offers tips for victims.

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Positive Affirmations for Breakfast? -

The "Motiwake Personal Development Alarm Clock" awakens you with positive affirmations to programme you for the day. Many people use their own "Demotiwake Personal Alarm Clocks" instead. Isn't it a better idea just to drop the programmes and relax?

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