Visual Intelligence
We live in a world where the solutions to our problems often hide in plain sight. Yet, we fail to see them, not because they aren’t there, but because we haven’t trained ourselves to notice. Visual intelligence is the skill of seeing what matters, making sense of it, and using that insight to make better decisions.
Amy Herman, a lawyer and art historian, has built a career on teaching professionals how to hone their perception using works of art. Originally designed to help medical students improve their observation skills, her Art of Perception program has since been adopted by the FBI, the Department of Defence, Fortune 500 executives, and first responders. By training people to look at art – paintings, sculptures, and photographs, she helps them recognise vital information, uncover hidden biases, and refine their decision-making skills.
I. ASSESS: Seeing what others miss
There is a difference between looking and truly seeing. Herman highlights the importance of active observation – one that is conscious, careful, and thoughtful. The first step in honing visual intelligence is training ourselves to observe, taking in what is truly there rather than what we expect to see. In business, overlooking a subtle but critical detail, whether in data trends, shifting team dynamics, or emerging customer needs, can mean missing key opportunities or lead to poor decisions. Strengthening our ability to observe patterns with clarity allows us to respond proactively, recognise potential risks, and make more strategic choices.
II. ANALYSE: Breaking cognitive bias with observation
Once we have gathered information, the next challenge is to interpret it objectively. Our brains naturally filter the world through biases, filling in gaps with assumptions. By distinguishing between observation and interpretation, we can reduce the influence of bias and sharpen our ability to think critically. In high-stakes decision-making, the ability to pause, question assumptions, and analyse data objectively can mean the difference between insight and oversight.
III. ARTICULATE: Communicating more effectively
Visual intelligence isn’t just about what and how we see. It’s also about how we interpret and communicate what we observe. Being a sharp observer is only part of the equation. Herman highlights the importance of articulating observations clearly and without ambiguity. Whether giving instructions, presenting a strategy, or negotiating, how we describe what we see shapes how others understand it. In leadership and teamwork, the ability to describe situations objectively leads to stronger alignment, faster problem resolution, and a shared understanding.
IV. ADAPT: Staying objective in a subjective world
In a fast-moving world filled with conflicting information and shifting realities, the ability to remain objective is critical. When we train our visual intelligence, we sharpen our ability to distinguish between perception and assumption, fact and interpretation. By recognising and mitigating these biases, we can approach situations with greater objectivity, leading to more effective problem-solving and decision-making.
As one of our clients put it, "We’re in the business of decision-making. And decision-making requires craftsmanship!" The artistry of decision-making is refined not just by thinking but by seeing.
Start looking closer. You might be surprised by what you’ve been missing.