Skip to main content

Experience and Intuition

A few weeks ago I had to go to a doctor for a small orthopaedic condition.

I went to the doctor. A junior doctor heard me out, examined me - made me do a series of movements with my arm, asked me to take a <machine test>. Armed with the report, I went to the main doctor who in turn read the report (all normal) and the diagnosis for 30 seconds and sent me packing with some medication and said I might have to come back for some physiotherapy. For a week, nothing happened - the pain came back after the course and no discernible improvement for another week after that and then I decided to to take a second opinion.

The second doctor heard me out. He glanced through the report. And made me do a series of movements with the arm. He also gave me a couple of tests to do to check for secondary indicators. And thats it. He had identified my condition- gave it a name. He put me on a physiotherapy regimen for 6 weeks. He said there was no need for any further machine tests of any nature - unless I show no improvement in the next few weeks of physiotherapy.

What was the difference? If you notice, the sequence was pretty much the same. Not very different.

The second doctor was as experienced as the first doctor. Both these highly experienced doctors work in big reputed insitutions - so this story is not about the big Goliath being trounced by the small David.

The difference:

One was short term versus long term. The second doctor gave a name for the condition, a name for the physiotherapy regimen and no medication for the immediate pain (it was not a lot in the first place). He also gave me a set of tests to do to identify if this was a leading indicator for something and said if these show up as abnormal - you are into something serious. The first doctor game me an anti-inflamatory course and said you may have me to do some physio as an afterthought - which did not sound very convincing to him - and also to me.

The second doctor created a sense of urgency in me - and got me going instead of treating it as a short term condition - he got me going for the long term.

Also, in the second case, the basic diagnosis was done by the senior doctor - and it took him no more than 5 minutes. But armed with deeper experience he was able to cut to the chase better. And that is intuition - your ability to get to a deeper diagnosis/solution with the same set of data. The junior doctor needed a machine to let him know what was wrong - and the machine could not find out what was wrong - the second doctor told me that this condition cannot be diagnosed by that machine unless it is really bad.

This was the crucial difference in my view. The ability to intuit with the data comes with experience, not lack of it.

We often confuse intuition as a bolt from the blue in which someone wakes up and solves a nuclear physics problem. What we forget is that this intuition comes from deep knowledge and experience and still being able to listen to what the diagnosis is saying - especially when it is not black and white, but grey. Just having the machines, the certifications and the experience is not enough...

Comments

Popular posts from this blog

The man who saved Pumpelsdrop

This was a story we had in college if I am not mistaken. Perhaps it was in school, but a delightful story it was. The story goes somewhat like this ( reproduced from here ), but the college version we had was slightly different from this.  I t was a dull, gloomy and a depressing morning in a town named Pumpelsdrop in northern England. The Great Depression had brought all the businesses to a standstill. The bored automobile dealer was spending time alone, as usual. But, this seems to be an unusual morning as an odd entity (customer) appeared on the horizon. A man in a bright suit walks up to the dealer and says, "I need to buy a Rolls Royce Phantom II. We have a business conference coming up and I need to impress my customers". Then proceeds to pay 10% of the deal with a single check for 2000 pounds. The rest he says will pay when he takes the delivery.   The auto dealer was stunned. He was delighted to hear that someone is holding a business conference of some kind and ...

Zero to One

Zero to One by Peter Thiel is a nice read. (Yes - if I sit down to write a book review - the book has to be worth it - and usually good - so most of my book reviews are about good books.You can stop here if that's the information you seek.) Where this book scores is in contrarian thoughts and contrarian questions that make you think. It starts with a four big lessons learned from the 90s dot-com crash that is, Make incremental advances, Stay lean and flexible, Improve on the competition and Focus on product, not sales. Just as you warm up to it, he says, the opposite rules are more correct - which are: It is better to risk boldness than triviality. A bad plan is better than no plan. Competitive markets destroy profits. Sales matters just as much as products. And finally leaves with a simple definition of contrarianism - it is not to oppose the crowd (or follow a smaller or newer or older crowd) but to think for yourself. "All happy companies are different"...

Staying contemporary II

So, if that is not the way to training people on customer service what is? I have not crystallized on an idea right away, but there are some formative thoughts. But more than that, as a trainer, it is important that a training deliver cutting edge stuff to you. Especially when it comes to senior managers. Usually companies have a culture of service (by and large) - when you train frontline management it is important that we reinforce the culture (how do you do it - therein lies a later post). But as you go higher up, what does one do? What do they expect out of it? What can we give them that we already dont know? Most senior managers would be well read in those usual suspects - the HBRs, the McKinseys and other magazines. So, giving them anything out of any of these publications would be a waste of time for them. And mind you, most of these publications are not necessarily ahead of the curve as much as they are on the curve. So, what constitutes your trainings? How do you get them?...