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Library Journal Review

Schultz describes how 12 different innovators use intuition in their work to enhance their decision making. Entertaining chapters focus on a wide range of individuals and their achievements, from Harold Williams's participation in the Getty-Texaco/Pennzoil takeover and John Sculley's restructuring of Apple Computers to Gene Kranz's direction of NASA's mission operations. All of Schultz's examples show how intuition and ``right-brain'' thinking have aided in making crucial decisions. Schultz, who heads his own mangement group, concludes his study with exercises to enhance the ``intuitive mind'' and reprints a Jungian personality test to help readers determine their potential for intuitive thought. While the book is subjective in tone and provides no solid proof of the author's hypothesis, the selections are interesting and readable. Well recommended for public libraries.-- Kathy Shimpock-Vieweg, O'Conner-Cavanagh Lib., Phoenix, Ariz. (c) Copyright 2010. Library Journals LLC, a wholly owned subsidiary of Media Source, Inc. No redistribution permitted.

Publishers Weekly Review

Contrary to the conventional definition of intuition as ``the power of knowing without recourse to inference or reasoning,'' Schultz, president of Creative Services Group, here develops a discipline for cultivating and enhancing intuitive apprehension through experience and ``thought-training.'' He cites a dozen decision-makers (only two of them are women) who say they follow their hunches or ``gut feelings.'' Among them are Apple computer CEO John Sculley, who agreed to air a controversial and attention-getting commercial in 1984; Time-Warner Enterprises CEO Robert Pittman, who challenged the common wisdom in creating MTV; NASA director of mission operations Eugene Kranz, who guided the Apollo 13 crew through a life-threatening crisis. However, having noted Carl Jung's comments on the malleability of the mind, Schultz concludes that intuition ``is only as good as the knowledge and experience that feed it.'' The case histories are interesting, but the data presented are sometimes contradictory, which can raise readers' doubts. (Mar.) (c) Copyright PWxyz, LLC. All rights reserved