4 Steps for Optimizing Situational Awareness and Visual Intelligence | Amy Herman | Big Think

4 Steps for Optimizing Situational Awareness and Visual Intelligence |

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Amy Herman teaches visual intelligence to doctors, intelligence analysts and the NYPD. Here she runs through how to make decisions you can defend under questioning: ones that are perceptive and informed.Amy Herman created and conducts all sessions of ‘The Art of Perception’, an education program that was initially used to help medical students improve their observation skills. Often in diagnostics, you’re not looking for what you can see, but what you can’t – this is called the 'pertinent negative'. The same goes for investigations, and so the program was adapted for the New York City Police Department, and other intelligence agencies. Really, Herman says, it’s about fine-tuning something we take as a given: our visual intelligence. This refers to the concept that we see more than we can possibly process. What we register is just a fraction of the world around us, so how can we see more? Like any other skill or muscle, to get the most and best use out of it, it needs training.

According to Herman, we need to think more consciously about what we see and deliberately take information in so that we can do our jobs more effectively and live our lives more purposefully. To that end, she runs us through a building block of ‘The Art of Perception’ course: The Four A’s.

Tune into the video above for four practical steps to make more perceptive and informed decisions. Amy Herman is the author of Visual Intelligence:Sharpen Your Perception, Change Your Life.

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AMY HERMAN :

Amy E. Herman, JD, MA, designed, developed and conducts all sessions of The Art of Perception. While working as Head of Education at The Frick Collection, she instituted the program for medical students to improve their observation skills. After expanding the medical program to seven medical schools in New York, Ms. Herman adapted the program for law enforcement professionals across a wide range of agencies including the New York City Police Department, the Federal Bureau of Investigation, the Department of Justice and the Secret Service. Ms. Herman holds a BA in International Affairs from Lafayette College, a JD from the National Law Center, George Washington University, and an MA in Art History from Hunter College.

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TRANSCRIPT :

Amy Herman: Visual intelligence is the concept that we see more than we can process and it's the idea of thinking about what we see, taking in the information and [asking] what do we really need to live our lives more purposefully and do our jobs more effectively? I work across the professional spectrum. So I work with police officers and intelligence analysts and doctors and nurses and librarians, but what's interesting for me is that the four A's are applicable to all of that. And what they are is any new situation, any new problem, any new client, any new transaction, any new environment that you're in you practice the four A's.

The first one is: you assess your situation. What do I have in front of me? What information is here? I want people to go beyond the four corners of what they think they see. So this is what's in front of me; this is where I am. Ask someone. This is my situation; here's where I am; this is what I see. Is there something here I might be missing? Because by asking someone else we realize that no two people see anything the same way. So, of course, that doesn't work all the time but if you're in an office situation, if you're in a medical situation and you have the opportunity to collaborate, you get the biggest picture of your assessment if you ask other people what they see as well.

The second step is to analyze the information. That's where you break it down and you say: what's important? What do I need to prioritize? What's most important? And what don't I really have to worry about at all? I find that when you make a mental list in your head: "Okay here's my situation" and you divide it into categories: information I need, information I might need, and information I definitely don't need. And for the information that you definitely don't need put it away because our brains are so cluttered with so much information that if you can from the outset get rid of some information do it, but keep that middle category information that you might need because you might have to draw on it when you don't realize that it's important. It could become more important as the process goes on.

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