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Developing Informed
Intuition for
Decision-Making
 Data Analytics Applications
Series Editor
Jay Liebowitz
PUBLISHED
Analytics and Knowledge Management
by Suliman Hawamdeh and Hsia-Ching Chang
ISBN 978-1-1386-3026-0
How Well Do Executives Trust Their Intuition
by Jay Liebowitz, Yolande Chan, Tracy Jenkin, Dylan Spicker, Joanna Paliszkiewicz, and Fabio Babiloni
ISBN: 978-1-1384-9262-2
Big Data Analytics in Cybersecurity
by Onur Savas and Julia Deng
ISBN: 978-1-4987-7212-9
Big Data and Analytics Applications in Government
Current Practices and Future Opportunities
by Gregory Richards
ISBN: 978-1-4987-6434-6
Big Data in the Arts and Humanities
Theory and Practice
by Giovanni Schiuma and Daniela Carlucci
ISBN 978-1-4987-6585-5
Data Analytics Applications in Education
by Jan Vanthienen and Kristoff De Witte
ISBN: 978-1-4987-6927-3
Data Analytics Applications in Latin America and Emerging Economies
by Eduardo Rodriguez
ISBN: 978-1-4987-6276-2
Data Analytics for Smart Cities
by Amir Alavi and William G. Buttlar
ISBN 978-1-138-30877-0
Data-Driven Law
Data Analytics and the New Legal Services
by Edward J. Walters
ISBN 978-1-4987-6665-4
Intuition, Trust, and Analytics
by Jay Liebowitz, Joanna Paliszkiewicz, and Jerzy Gołuchowski
ISBN: 978-1-138-71912-5
Research Analytics
Boosting University Productivity and Competitiveness through Scientometrics
by Francisco J. Cantú-Ortiz
ISBN: 978-1-4987-6126-0
Sport Business Analytics
Using Data to Increase Revenue and Improve Operational Efficiency
by C. Keith Harrison and Scott Bukstein
ISBN: 978-1-4987-8542-6
Developing Informed
Intuition for
Decision-Making

Edited by
Jay Liebowitz
CRC Press
Taylor & Francis Group
6000 Broken Sound Parkway NW, Suite 300
Boca Raton, FL 33487-2742

© 2020 by Taylor & Francis Group, LLC

CRC Press is an imprint of Taylor & Francis Group, an Informa business

No claim to original U.S. Government works

Printed on acid-free paper

International Standard Book Number-13: 978-0-3672-5857-3 (Hardback)

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To all those decision makers who know that you
can’t always rely strictly on the numbers
Contents

Preface.................................................................................................................ix
Editor...................................................................................................................xi
Contributing Authors.......................................................................................xiii
1 Intuitive Leadership: A Neurological, Psychological, and
Quantum Approach to Heighten Intelligence, Innovation, and
Performance............................................................................................1
KAREN STORSTEEN

2 Thinking Outside the Brain™: For Accurate Intuition.........................21

DOMINIQUE SUREL

3 Establishing Intuitive Faculties: Receptivity, Awareness, and

Interpretation........................................................................................47
JESSICA JAGTIANI

4 Intuitive Managers across Organizations and Gender..........................67

JON AARUM ANDERSEN

5 Solving the Impossible: How to Harness Three Diverse Intuitions

in Teams................................................................................................83
ASTA RAAMI

6 Intuition and Deliberation in Morality and Cooperation: An

Overview of the Literature..................................................................101
OZAN ISLER AND ONURCAN YILMAZ

7 Integrating Reason and Intuition: An Integrative Approach to

Objectivizing Subtle Cues...................................................................115
SHARDA S. NANDRAM, GAËTAN MOURMANT,
PUNEET K. BINDLISH, AND DANNY SANDRA

8 How to Filter Cognitive Bias from Intuition: Evolved

Decision-Making: A Hunch?...............................................................137
FRANCESCA MCCARTNEY; INTERVIEWED BY KIRK HURFORD

vii
viii ◾ Contents

9 The Role of Intuition in Risk/Benefit Decision-Making with

Research Human Subjects...................................................................149
DAVID B. RESNIK

10 On Leading and Making Data-Driven Decisions, or Not................... 161

KENNETH CARLING

11 Studying Intuition and Creativity: Identifying Intuition-Rich

Contexts and Candidates for Research................................................175
ERIC W. STEIN

Index............................................................................................................197
Preface

In these days of data-driven or data-informed decision-making, intuition seems

to be lost in the discussion of how it can play a major role in everyday life, includ-
ing executive decision-making. In some of my own recent research, however, we
have found that directors and executives often trust and rely on their intuition
for decision-making. Even Einstein has many quotes that stress the importance of
“imagination” over “knowledge,” particularly highlighting that the “really valuable
thing is intuition.”
Toward the goal of taking a “holistic” approach to decision-making and putting
intuition into the equation of “analytics + intuition = success,” this book provides
different perspectives on intuition, intuitive awareness, and further developing
informed intuition for decision-making. Various schools of thought, both in the
U.S. and abroad, are represented in this book, including research and pragmatic
issues and examples dealing with intuition.
Many analytics conferences discount the importance of intuition in
decision-making. However, there are countless examples where the “intuitive
mind” has played a critical component in making the correct decision. One of the
main goals of this book is to create and stimulate a conversation on the importance
of using intuition in the business context, or at least “informed intuition” or “ratio-
nal intuition,” as some people say.
We have tried to provide insight from many of the key individuals worldwide
who look at intuition from different angles—whether through energy, meditation,
practice, improvisation, medicine, or other perspectives. Some of this information
may seem provoking, and you may not agree with all that is said. However, the
chapters are filled with examples, tools, techniques, research, and vignettes to show
how intuition is often a missing part of one’s decision-making and there are ways to
improve one’s intuitive awareness.
I would like to first thank the well-recognized authors in this field who con-
tributed their valuable insights in making this book a reality. My thanks also are
extended to John Wyzalek and all his colleagues at Taylor & Francis Group, too
numerous to mention here, for allowing me to carve an important stream of knowl-
edge into the business and management literature. My gratitude is offered as well
to my colleagues and students at Harrisburg University of Science and Technology

ix
x ◾ Preface

for their many hours of discussions and thought-provoking ideas. Finally, and cer-
tainly not least, I am indebted to my family and parents for allowing me to be an
“adventurer” and explore the great unknown!

Jay Liebowitz, D.Sc.

Washington, D.C./Philadelphia, PA
Editor

Jay Liebowitz is the distinguished chair of Applied Business and Finance at

Harrisburg University of Science and Technology. He previously was the Orkand
Endowed chair of Management and Technology in the Graduate School at the
University of Maryland University College (UMUC). He served as a professor in
the Carey Business School at Johns Hopkins University. He was ranked one of
the top 10 knowledge management researchers/practitioners out of 11,000 world-
wide, and was ranked #2 in KM Strategy worldwide according to the January 2010
Journal of Knowledge Management. At Johns Hopkins University, he was the found-
ing program director for the Graduate Certificate in Competitive Intelligence and
the Capstone Director of the MS-Information and Telecommunications Systems
for Business Program, where he engaged over 30 organizations in industry, govern-
ment, and not-for-profits in capstone projects.
Prior to joining Hopkins, Dr. Liebowitz was the first knowledge manage-
ment officer at NASA Goddard Space Flight Center. Before NASA, Dr. Liebowitz
was the Robert W. Deutsch Distinguished Professor of Information Systems at
the University of Maryland–Baltimore County, professor of Management Science
at George Washington University, and chair of Artificial Intelligence at the U.S.
Army War College.
Dr. Liebowitz is the founding editor-in-chief of Expert Systems with Applications:
An International Journal (published by Elsevier). He is a Fulbright Scholar, IEEE-
USA Federal Communications Commission Executive Fellow, and Computer
Educator of the Year (International Association for Computer Information Systems).
He has published over 40 books and myriad journal articles on knowledge manage-
ment, analytics, intelligent systems, and IT management. Dr. Liebowitz served as
the editor-in-chief of Procedia-CS (Elsevier). He is also the series book editor of the
new Data Analytics Applications book series (Taylor & Francis Group). In October
2011, the International Association for Computer Information Systems named the
“Jay Liebowitz Outstanding Student Research Award” for the best student research
paper at the IACIS Annual Conference. Dr. Liebowitz was the Fulbright Visiting
Research Chair in Business at Queen’s University for the Summer 2017 and a
Fulbright Specialist at Dalarna University in Sweden in May 2019. He has lectured
and consulted worldwide.

xi
Contributing Authors

Jon Aarum Andersen holds a Master of Business Administration and a Master of

Social Science from Norway. He has a Doctor of Economics (Ph.D.) from Lund
University, Sweden. Dr. Andersen has written 13 university level textbooks and has
more than 40 international research journal publications. He is a visiting professor
at Ljubljana University, Slovenia. Professor Andersen is now affiliated with Örebro
University School of Business, Örebro University, Sweden.

Puneet K. Bindlish is a practicing consultant and an academic in the area of

Integrative Intelligence for organizations facing VUCA. He is also a co-founder of
Integrative Intelligence. He teaches at the Indian Institute of Technology (BHU) in
Varanasi, India. He has rich academic, consulting and entrepreneurial experience
in the healthcare, telecom, technology, banking and insurance, education, sports,
and public service sectors.

Kenneth Carling is a professor in Microdata Analysis at the School of Technology

and Business Studies, Dalarna University, Sweden. He earned his PhD in statistics
1995 at Uppsala University, Sweden. Before arriving at Dalarna University in 2001,
he worked with hospital productivity at the Swedish research institute SPRI, labor
market policy at the research agency IFAU, financial stability at the Central Bank
of Sweden, and served as senior lecturer at Yale University. Over the years he has
been a member of inter alia, INFORMS, the American Statistical Association,
and served as the president of the Swedish Statistical Society (the Cramér Society).
He has taught and published in academic journals some 50 articles foremost in
economics, operations research, and statistics. In recent years, his research interest
has mostly focused on transportation, mobility of goods and humans, and envi-
ronmental challenges that constitute important work programs in the European
Commission’s Horizon 2020.

Ozan Isler holds a Ph.D. (2009) in Economics from University of California,

Riverside. He is an assistant professor at Dogus University, Istanbul and an external
fellow of University of Nottingham’s Centre for Decision Research and Experimental
Economics (CeDEx). His research focuses on dual-process accounts of social

xiii
xiv ◾ Contributing Authors

and moral behavior. He received the European Union’s Marie Curie Fellowship
(2015–2017) and has published in leading academic journals.

Jessica Jagtiani pursues a multifaceted professional career in art, design, manage-

ment, research, and teaching. Currently she is the Education Product Manager and
Art Director at Embodied Philosophy, an online learning institute that offers edu-
cational experiences in Eastern philosophy, contemplative sciences, and conscious-
ness studies. Jessica holds a Doctor of Education in Art and Art Education from
Teachers College, Columbia University, a Master of Fine Arts in Studio Art from
the School of the Museum of Fine Arts at Tufts University, and a Diploma in Visual
Communications from the Universität der Künste Berlin. She teaches video art,
photography, and digital media art courses in higher education and offers spiritual
art workshops for professionals in leadership and education. Jessica’s art practice
involves diverse media, such as video, photography, performance art, sculpture,
and installation. Her artwork has been exhibited nationally and internationally.
Moreover, she has long-term experience as a manager and designer in the media
production industry and is the co-founder of the post-production company rund-
blick.tv in Berlin. Her research interests include the experience of intuition, spiri-
tuality, identity constructions, art-based research, experiential learning, distance
learning, and media education pedagogies. Jessica follows a personal spiritual path,
which involves the practices of art, meditation, dance, and teaching.

Francesca McCartney holds a Ph.D. in Energy Medicine. Since 1976,

Dr. McCartney has worked in the holistic health field as a medical intuitive in an
integrative medicine clinic; she is also a spiritual counselor, educator, and author.
In 1984, she founded the Academy of Intuition Medicine®, which offers vocational
career training in the art and science of Intuition Medicine® and in 2017 founded the
Academy of Intuition Medicine® Online. In 2006, she founded Energy Medicine
University offering Ph.D. and M.A. degrees in Integrative Holistic Health. Dr.
McCartney is author of Intuition Medicine®: The Science of Energy and Body of
Health: The New Science of Intuition Medicine® for Energy & Balance.

Kirk Hurford first became involved with computers in 1978—thinking he would

just build a word processor. Evolving from software developer to business manager
and entrepreneur, Kirk is always in front of the wave. He has founded several tech-
nology-based companies, and provided technological direction for organizations
and government agencies, including WordStar, Fujitsu of America, Link TV, the
U.S. Navy, and the National Security Agency.

Gaëtan Mourmant is a visiting professor at IÉSEG, School of Management

(Paris, France). He received his Ph.D. in information systems from Paris Dauphine
University and Georgia State University. He worked 4 years as a Marketing Database
Analyst in a global financial institution. As an entrepreneur, he managed more than
 Contributing Authors   ◾ xv

70 IT projects. Gaëtan’s research interests include decision-making, entrepreneur-

ship, and IT personnel turnover. He has published papers in the European Journal
of Information Systems, Grounded Theory Review, and received the Magid Igbaria
Outstanding Conference Paper at the 2012 SIGMIS Conference.

Sharda S. Nandram is a psychologist, economist, and professor at Vrije University

Amsterdam and Nyenrode Business University, chair of the Buurtzorg OMRISE
research group, and non-executive director at Buurtzorg India. She is also a consul-
tant and a co-founder of Praan Group and co-founder of the concept of Integrative
Intelligence. She has more than three decades of academic, consulting, and entre-
preneurial experience in the healthcare, accountancy, banking and insurance, pub-
lic service, education, and sports sectors.
She has earned two bachelors and two masters (one in psychology and the other
in economics (both at the University of Amsterdam). She has also earned her Ph.D.
in social sciences at the Vrije University at Amsterdam.

Asta Raami completed her Ph.D. thesis on the use and development of intuition
in the Aalto University Media Lab in 2015, where she had worked beforehand for
15 years in teaching and research. After the dissertation, she has concentrated on
making the potential of intuition known outside the scientific community.
In 2016, Dr. Raami published her first writings on the subject of utilizing the
hidden potential of the human mind in her book, Älykäs intuitio ja miten hyödyn-
nämme sitä (Intelligent Intuition and How We Use It, Schilds & Söderströms, 2016).
In addition to this, she has worked as a co-writer in works concerning the new
national level school curriculum Ajattelun taidot ja oppiminen (2016, PS-kustannus),
since Finland is one of the first countries in the world where intuition is included
in the national level school curriculum. Further, Dr. Raami has worked as a
co-writer in a publication of Finland’s Independence Fund SITRA titled
Sustainablity, Human Wellbeing and the Future of Education (Pallgrave MacMillan,
2018) with her article Towards Solving the Impossible Problems. Dr. Raami’s disserta-
tion can be read online (Intuition Unleashed: On the Application and Development of
Intuition in the Creative Process). Currently she works as a start-up entrepreneur in
the Innerversity-program (www.innerversity.org).

David B. Resnik has an M.A. and Ph.D. in philosophy from the University
of North Carolina at Chapel Hill and J.D. from Concord University School of
Law. He received his B.A. in philosophy from Davidson College. Dr. Resnik was
an Associate and Full Professor of Medical Humanities at the Brody School of
Medicine at East Carolina University (ECU) from 1998–2004, and an associ-
ate director of the Bioethics Center at ECU and University Health Systems from
1998–2004. Dr. Resnik was assistant and associate professor of Philosophy at the
University of Wyoming (UW) from 1990–1998, and director of the Center for the
Advancement of Ethics at UW from 1995–1998. Dr. Resnik has published over
xvi ◾ Contributing Authors

250 articles and 9 books on various topics in philosophy and bioethics and is a
Fellow of the American Association for the Advancement of Science. He serves on
several editorial boards and is an Associate Editor of the journal Accountability in
Research. Dr. Resnik is also Chair of the NIEHS Institutional Review Board (IRB)
and a Certified IRB Professional.

Danny Sandra is a transformation consultant and coach who assists leaders in

guiding organizations through major transformations to realize integral growth.
He has more than 20 years of international management experience with both
start-ups and corporations, at each level in the organization, including C-level.
He holds an engineering degree, an MBA, and a diploma in craniosacral ther-
apy. As part of his PhD, he is studying the phenomenon of entrainment in orga-
nizations at the Faculty of Business and Economics, University of Antwerp. He
also regularly publishes in scientific journals about spiritual innovation, spiritual
leadership, and consciousness development.

Eric W. Stein is associate professor of Management Science and Information

Systems at The Pennsylvania State University. He is a full-time member of the
graduate faculty in residence in the MBA program at the Penn State Great Valley
campus (Malvern, PA), and is affiliated with the Smeal College of Business. Dr.
Stein teaches behavioral science, knowledge-based systems, creativity and innova-
tion in business, social entrepreneurship, and sustainability. For several years, he
served as the Director of the New Ventures and Entrepreneurship program within
the MBA program.
Dr. Stein has written on organizational memory and learning, strategic planning,
human expertise, knowledge-based systems, creativity, and innovation. His works
appear in several journals and books. Books include Fostering Creativity in Self and
the Organization and Designing Creative High Power Teams and Organizations. His
journal articles have appeared in the Journal of Management Information Systems,
Information Systems Research, the International Journal of Information Management,
Journal of Business Ethics, Renewable and Sustainable Energy Reviews, and Expert
Systems with Applications, among others. Most recently, he has focused on the costs
and benefits of running high tech vertical indoor farms. He is also is completing
work on an instrument to assess creative strengths.
Dr. Stein holds an undergraduate degree in physics (with a minor in the
humanities) from Amherst College. He received his Ph.D. in managerial science
and systems from The Wharton School of the University of Pennsylvania.

Karen Storsteen is an executive coach, professional intuitive, organizational effec-

tiveness consultant, and psychotherapist. She founded Performance By Design LLC
in 1999, a company dedicated to individual and organizational brilliance, human
performance improvement, innovation and profitable growth. She has taught
hundreds of thousands in the intuitive, leadership, and management sciences to
 Contributing Authors   ◾ xvii

unleash everyday brilliance. Ms. Storsteen has been a regular on-air advisor on
several FM/AM radio stations, developed several universities for large companies,
been a contributing writer to Inc. and TED Magazine, and featured on NBC, CBS,
and ABC. She has helped increase organizational productivity by 200 percent and
radically improved performance. Storsteen is recognized by Mensa International,
The Project Management Institute, higher education, and many Fortune 500 com-
panies. She holds a Master of Science in Business Management and Organization
and Master’s Minor in Finance from the University of Colorado, Master of Arts
Honors in Psychology from Regis University, and Bachelor of Science in Business
Management from San Diego State University.

Dominique Surel is a Noetic scholar, dean of Faculty, and professor at Energy

Medicine University (EMU, California), and holds M.B.A. and Ph.D. degrees.
She lectures and conducts trainings worldwide about the human potential. Topics
include controlled remote viewing (CRV), intuitive intelligence, and radiesthesia.

Onurcan Yilmaz is an assistant professor of psychology at Kadir Has University,

Istanbul, Turkey. He currently leads the MINT lab (www.moralintuitionslab.com).
His research focuses on dual-process accounts of morality and political cognition.
He has published in leading academic journals such as Cognition, Evolution and
Human Behavior, Journal of Experimental Social Psychology, Social Psychological and
Personality Science, and Judgment and Decision Making.
Chapter 1

Intuitive Leadership:
A Neurological,
Psychological, and
Quantum Approach to
Heighten Intelligence,
Innovation, and
Performance
Karen Storsteen

Contents
Your Intuition in This Moment..............................................................................3
Intuition Is Your Greatest Asset..............................................................................3
Are You Listening to Your Intuition? Are You on the Right Path?...........................5
Stress Diminishes Intuition and Intelligence...........................................................7
Shift from Stress to Neurological Power and Extraordinary Intuition...................10
The Heart and Gut Are Intuitive, Precognitive, and Intelligent.............................10
Foresight..............................................................................................................12
Living in the Quantum Field—Intuitive “Weirdness” Explained through
Quantum Entanglement......................................................................................13

1
2 ◾ Developing Informed Intuition for Decision-Making

Heighten Your Energy..........................................................................................15

Uncover Your Blind Spots, and Embrace Your Whole Self....................................15
Mindfulness.........................................................................................................17
The Intuitive Process............................................................................................18
Your Organization’s Intuitive Intelligence.............................................................18
Conclusion...........................................................................................................19
References............................................................................................................19

Have you ever ignored your intuition and later regretted it? Conversely, have you
ever listened to your intuition and thought, “That was a terrible idea … stupid intu-
ition …”? Probably not! Why? Because you can rely on your intuition. You can count
on this innate brilliance. Intuition is with you 100 percent of the time to ground you
in the eye of the storm, tell you what to do in an emergency, and point you to your
life’s purpose. It allows you to envision the future and to take a bold leap of faith in
the face of uncertainty. It is with you to help you make daily decisions with greater
confidence and ease and to lead with courage, conviction, and compassion.
Whether you call intuition your inner voice, gut instinct, your higher self, or a
sixth sense, it is your guide, consultant, and teacher—and it’s free. Given that you
are attracted to the subject matter of this book, you are likely aware of your intu-
itiveness and the value it plays in your work and life.
Neurologically, when you access your intuition, exponential intelligence emerges.
You are accessing your highest level of intelligence as all of your intelligences kick
in and line up at the same time: analytical, practical, social, emotional, and creative
intelligences. Each of these intelligences strengthens as you develop your intuition.
Intuitive decision-making enables exponential productivity improvement as well,
as processing time can be reduced from years and months to minutes and seconds.
Over the last 10 years, one of the most extraordinary discoveries has been the
understanding of neuroplasticity, dismantling the view that the brain is fixed and
unchangeable. We now know definitively that the brain has the capacity to expand,
reorganize, and rewire for heightened intelligence. Coupled with revolutionary find-
ings in quantum physics, we are now in a better position to explain scientifically the
mystery behind intuition and how to develop this brilliance!
A new, groundbreaking paradigm for human potential has emerged. We can
envision what is possible and create the “impossible dream” when we uncover and
consciously apply our intuitive intelligence in our lives and work. We can learn
from the most significant leaders and scientists of our time who have used their
intuitive intelligence to greatly benefit the world.
The information I will share with you in this chapter is grounded in science and
decades of personal research ignited by a desire to understand my own extraordinary
intuitive experiences. My curiosity grew from “common” and yet incredible experi-
ences where I was able to perceive or know information with validity, without con-
scious reasoning or previous experience. I was compelled to understand this powerful
“technology” and to explore the fascinating evidence behind our intuitiveness—to
 Intuitive Leadership ◾ 3

explain extraordinary intuitive phenomena that had been primarily inexplicable in

years prior. Having worked in the fields of human and organizational development as
an executive coach, management consultant, and later psychotherapist, I had devel-
oped several corporate universities for leaders teaching most every subject in the man-
agement and leadership sciences. Realizing the infinite power of intuitive intelligence,
16 years ago I took a leap of faith, faced my fears about challenging “traditional”
thinking, and began teaching intuitive development to unleash everyday brilliance.
In this chapter, we explore the power of intuition. You will assess the degree to
which you use your intuition today in business and life. We will discuss how stress
diminishes intuition, effective decision-making, and brain functioning, as well as
how to shift from stress to neurological power. In addition, you will learn several
proven methods to develop and heighten your intuition. You will use a process at the
end of the chapter to solve a problem or make a decision using your intuition. Lastly,
you will reflect on your organization and the degree to which it supports an intui-
tively intelligent organization. Throughout the chapter, I shed light on the mechanics
of intuition supported by sciences in psychology, neuroscience, and quantum physics.

Your Intuition in This Moment

You used your intuition when you picked up this book. In this moment, you are syn-
thesizing information from your body, to include your gut and heart, with higher brain
activity to create intuition. When your gut, heart, and head integrate, you are gener-
ating exponential intelligence and able to listen to your inner voice. In this moment,
you have conscious perception and are also experiencing a physiological and emotional
response to my words. Your analytical, rational, logical mind is also speaking, think-
ing about the reasons why you picked up this book. Perhaps you are looking for clarity,
peace, and answers, or wanting to develop your leadership skills and intuitive abilities.
As a senior leader, you likely rose to your position due greatly to your intu-
itiveness and self-awareness. Intuitive people “read” their environment, people, and
situations accurately, are aware of how they feel in the moment, integrate this infor-
mation with higher brain function, and use this information wisely. If you describe
yourself as a more left-brained, analytical type who bases most of your decisions
on how you think about a situation, you probably are not noticing the degree to
which your intuition is at work. Even if you think that you are not naturally wired
intuitively, every one of us can develop and heighten our intuition, including you.

Intuition Is Your Greatest Asset

As you know, there have been many leadership and management practices to
improve organizational performance over the years, such as scientific manage-
ment, total quality management, change management, customer relationship
4 ◾ Developing Informed Intuition for Decision-Making

­ anagement, project management, process re-engineering, Management by

m
Objectives, Six Sigma, Scrum, quality circles, and situational leadership. I have
taught and used many of these methods throughout my career as a management
consultant identifying productivity gains across industries of up to 200 percent,
while improving performance, employee satisfaction, and corporate value. These
practices can be highly beneficial. And yet, developing intuition, our highest level
of intelligence, has barely been on the radar. It is time for us to evolve to unprec-
edented levels of human functioning wherein we will utilize the capabilities that
already reside within us.
The lack of focus and importance with respect to our intuitive intelligence in
business is counter-intuitive. We need to rethink the way we think. In U.S. busi-
ness, we have created cultures that support the rational, logical mind and inadver-
tently neglect the whole brain. We will not get to where we need to go by relying
solely on intellect and logic, as they are not intelligence and wisdom. Relying solely
on intellect and our “mental” mind, we ignore the instinctive and intelligent senses
of the body, heart, and gut and the way we process this information emotionally.
We cut ourselves off from our “whole self” and are therefore unable to perceive
the entire picture. Intuitive decision-making embodies both linear (left brain) and
nonlinear (right brain) processing. Albert Einstein said, “The intuitive mind is a
sacred gift and the rational mind a sacred servant; we have created a society that
honors the servant and has forgotten the gift.” In addition, Einstein stated, “The
intellect has little to do on the road to discovery. There comes a leap in conscious-
ness—call it intuition or what you will—and the solution comes to you and you
don’t know how or why.”
Overrationalizing and overintellectualizing minimize creativity, risk-taking,
empathy, imagination, inspiration, ingenuity, teamwork, happiness, self-worth,
efficient and effective decision-making, and perception, as well as profits and
growth. Making practical decisions can even be thwarted as common sense and
street smarts are overridden by overwhelming amounts of data, facts, and figures.
Fear often pervades as these environments tend to be more critical, judgmental,
opinionated, and risk-averse. The heart of the organization is minimized, and the
egoic mind is in charge. The critical intelligence of empathy is undervalued. Stress
impedes kindness. So, what’s wrong with this picture? Neurologically, these envi-
ronments dumb people down, and optimal performance is unattainable.
Leaders who consciously develop their own intuitive intelligence and the intui-
tive acumen within their organization will surpass the competition. Intuition is
the neurocompetitive advantage. Where can intuition be practiced within your
organization? Everywhere. Is there any industry where intuition would not be
applicable? No. In my work with corporate clients, we have applied intuitive
decision-­making processes to strategic planning, product development, market-
ing, business development, project management, operations, and support functions
such as human resources and IT. You use your intuition in developing your mis-
sion and vision, scanning your organization’s environment for opportunities and
 Intuitive Leadership ◾ 5

threats, envisioning future products and services, and being attuned to unstated
customer needs to increase sales, and to improve morale and motivate employees.
Even the accounting staff, a role more generally defined by accounting rules and
procedures, can benefit by developing their intuition as it will improve the accuracy
of their work and efficiency.
According to a 2006 Annual CEO Survey of 252 U.S. CEOs, 62 percent indi-
cated they are more likely to rely on their intuition than on data-driven analyses
and quantitative information when making decisions. Where would you put your-
self on this spectrum? In today’s fast-paced environment, the need to make quick
decisions in the face of uncertainty is pressing. Organizations do not have time for
analysis paralysis. The ability to prioritize projects and resources, quickly get to the
root of systemic issues, and identify patterns through volumes of data requires us
to turn up the volume on our intuition. Dr. James Watson, Nobel laureate and co-
discoverer of DNA, stated, “Intuition isn’t mystical. It’s a sort of background sense
of how things should work, its facts hidden in the brain. Intuition is logic.”

Are You Listening to Your Intuition?

Are You on the Right Path?
Below is a checklist to begin to assess the degree to which you listen to your intuition
in life and work and are on the “right” path. The list below is not all-inclusive. Signs
that you are listening to your intuition and are on the “right” path are when you:

□ Are in alignment with what you value □ Are using your greatest strengths
□ Do work that is fulfilling, has and talents
meaning, and is enjoyable □ Feel valued
□ Follow your intuition over the □ Are in tune with the signs your
opinions and expectations of others body is delivering to you
□ Trust, in the face of uncertainty, that □ Listen to your gut and heart
everything will work out okay □ Have confidence in yourself and
□ Are self-aware abilities
□ Are open to feedback □ Look forward to your day
□ Feel empathy and compassion for □ Enjoy your home life
others □ Feel positive about the future
□ Experience doors opening easily for □ Have restful sleep
you □ Are peaceful
□ Are often in the right place at the □ Enjoy your colleagues and
right time (experience synchronicity) friendships
□ Can change direction with ease □ Experience life as an adventure; you
when something isn’t working are curious and enjoy challenges
□ Feel creative □ Are playful
□ Can resolve problems and make □ Are energetic
decisions with ease □ Laugh often and are happy
6 ◾ Developing Informed Intuition for Decision-Making

You are also intuitive when you:

□ Can sense when someone is lying, cheating, or manipulating

□ Can sense danger and a potential threat
□ Can read past another’s words and body language to understand their inner
world
□ See patterns in large amounts of data and can quickly identify root causes to
problems and solutions
□ Are often able to foresee events with validity
□ Have insights come to you when you are relaxing or sleeping
□ Feel connected with nature, the world around you, the Divine, and/or higher
intelligence(s)

Conversely, you may not be listening to your intuition and may be ready for a
change when you:

□ Have difficulty making decisions □ Are tired often

—overanalyze decisions or put □ Feel numb with loss of heart
decisions off □ Have a difficult time sleeping or
□ Have stress and anxiety sleep too much
□ Avoid problems, people, and □ Are unhealthy and/or sick a lot
situations □ Are sad or depressed
□ Are in a rut, bored, and lackluster □ Don’t know where you are
□ Feel confused, disoriented, and headed and have an unclear
out of balance direction

As you reflect upon both lists, which list describes your experience in the last three
to six months (or more), greater than the other? When we follow our intuition, we
are in integrity and at peace with ourselves. We trust ourselves, which invites oth-
ers to trust us in return. You cannot lead if you don’t know where you are going,
and you can’t know where you are going unless you know who you are. Intuition
allows you to listen to your higher self and reminds you of who you are and why
you exist. When your thoughts, behaviors, and decisions align with your higher self
and core values, you can experience peace and joy. When you are true to yourself,
self-consciousness gives way and leadership emerges. In the expression and celebra-
tion of your true essence, you rise above the judgments of others as the source of
your happiness lies within.
As you are a human being, ups and downs are to be expected, and there are
times in life when our intuition is more fully awake than others. There are also
times when your intuition may be speaking to you but you are not following it.
Listen to your intuition now. What is it telling you about the truth of a situation
you are now facing? The great majority of the time, it’s the pain and struggle rather
 Intuitive Leadership ◾ 7

than a compelling vision of the future that is the impetus to change. It’s often the
cognitive dissonance, the mental discomfort and stress that is triggered by a situ-
ation that contradicts a belief or value, that provides the catalyst to change. To
eliminate the pain, people find ways to resolve the contradiction to find peace. For
example, if you value being with your family and yet you are putting too many
hours in at work, you will experience cognitive dissonance.
If you checked many of the boxes on the second list, perhaps it’s a wake-up call
to bring you back into alignment to what is truly important to you. Your intuition
may be prompting you to follow your dreams and make decisions that will put the
life you desire into motion. Steve Jobs said, “Have the courage to follow your heart
and intuition. They somehow already know what you truly want to become.”
Your intuition is the gateway to your spirit. When you listen to your spirit,
you are inspired. The word inspire, according to the Merriam-Webster dictionary,
means to breathe life into and shares a connection with spirit, which comes from the
Latin word for breath. If you checked most of the boxes on the first self-assessment
list, you probably use the energy of your inspiration to create and manifest what
you desire quite easily. As you well know, leaders must create the environment for
people to be inspired. This requires that you search and lead from within, to con-
tinue to develop your own leadership potential. Employees want to unleash their
spirit at work. They want to self-actualize and realize their greatest potential. The
correlation between employee satisfaction and performance is well-documented.

Stress Diminishes Intuition and Intelligence

If you answered “yes” to many of the behavioral indicators on the second list on
the above self-assessment and are having difficulty listening to or following your
intuition, you may be stressed or depressed. Under significant stress, it’s difficult to
listen to our intuition and find our direction. On a scale of 1 to 10, 1 being little to
no stress and 10 being very high stress, where would you put yourself on this scale
in the last several months?
The World Health Organization calls stress a “worldwide epidemic.” “Stress is a
major health problem,” warns the American Psychological Association. Numerous
studies show that job stress is far and away the major source of stress for American
adults and that it has escalated progressively over the past few decades. According
to the American Medical Association and American Psychological Association,
in the U.S., on a team of 10, four will describe themselves as extremely stressed,
another four say they are one stressor away from extreme stress, and only two will
state they are not stressed. According to a 2018 study by the American Institute of
Stress, 80 percent of workers feel stress on the job and nearly half say they need help
in learning how to manage stress. Forty-two percent say their coworkers need such
help. Stress is a risk factor for depression. “Depression is among the leading causes
of disability worldwide,” the WHO says (2018).
8 ◾ Developing Informed Intuition for Decision-Making

As an introduction to the neurological issues associated with stress and recent

scientific discoveries to extinguish it, allow me to serve as an example. Roughly 16
years ago, I had become single and was supporting two children, my father died
suddenly, my mother died 11 months later, and I moved three times. During this
time, I was getting my second master’s degree, had my own management-consulting
practice where I was reorganizing several large corporate clients, and started my
private counseling practice. Whew … all in one year! To say the least, I was stressed!
Further, I had suffered from post-traumatic stress disorder my entire life. I had
become accustomed to living with the discomfort and “overfunctioning” through
it. During this period of great loss and change, I had been called to traffic school. I
had three traffic tickets, the highest number of traffic tickets in the class that year.
The instructor wisely correlated each student’s number of traffic tickets with the life
changes and stressors they experienced that year. Obviously, I had difficulty concen-
trating and focusing and was making errors. I had always had a high level of resil-
ience, but this time it was too much; I felt overwhelmed. We experience stress when
we feel our circumstances outweigh our ability to handle them. I needed to regain
clarity and my sense of peace. I needed to feel grounded in the eye of the storm. I had
to dig deep to uncover all aspects of myself and to recognize my greatest strengths
along with my perceived limitations. Along this arduous but wondrous and trans-
formational journey, however, I found great inner resources, intuitive resources, that
were beyond extraordinary. Without being fully aware of it at the time, I had rewired
my brain from stress to neurological power and extraordinary intuition.
I had always been intuitive, as it runs in my family, but now I was operating at
an entirely new level. Executives, law enforcement, higher education, the media, and
people from all walks of life started hearing about my abilities and coming to see me as
a professional intuitive. I was asked to speak around the country and was a regular on
several radio shows, providing intuitive, psychological, and business insights to c­ allers.
It was during this time, many years ago, that I met Don Joseph Goewey, who had
heard about my work. President of ProAttitude and author of the 2009 book Mystic
Cool, Goewey had been the lead executive officer in the Department of Psychiatry at
Stanford Medical School earlier in his career and shared the book he was writing with
me. He taught me the mechanics of how I had rewired my brain through new findings
in neuroscience called neuroplasticity. I found the missing piece to my puzzle. Much
of what I share about stress and the brain is a summary of his research and findings.
Our thoughts and feelings influence the chemistry that regulates much of our
health. “Chronic stress floods the brain with stress hormones and is neurotoxic
to the brain,” states Goewey. “Chronic stress literally shrinks higher brain func-
tion and the prefrontal cortex, leaving the primitive brain, which is in charge of a
fight, flight or freeze response. Under stress, we can become aggressive and angry,
be passive and avoidant, and/or have difficulty taking action or making decisions.”
Notice PET scans of a brain from the Mayo Foundation for Medical Education and
Research that compare brain activity during periods of depression (left) with normal
brain activity (right). The scans show diminished brain activity due to depression.
 Intuitive Leadership ◾ 9

We could exchange the word depressed for the word stressed and the brain would look
similar. The brain on the left is not getting as much oxygen or blood flow.

The primitive brain plays an important role as, among other things, it assesses
our environment and responds rapidly when we are in danger. It can also give
us amazing physical strength in times of an emergency. The problem, however, is
that the primitive brain reacts with a fear response whether the fear is imagined or
warranted. Goewey states, “The brain makes up emergencies that the mind thinks
are real.” The acronym FEAR stands for Future Expectations Appearing Real.
Psychological fear is based on stored memories from the past, projected forward.
Often our perception is distorted, causing us to react inappropriately. We can be
impulsive and make risky decisions, for example.
As Goewey states, “Chronic stress is an individual and company losing its brain
power.” In contrast to the antiquated theory that believes fear is a motivator, he
says, “a brain chronically under stress starts to shut down and work less, not harder.
Stress, biologically, is fear. Stress hormones dampen the brain’s executive func-
tion. Imbalances in brain chemistry make people uninspired and unmotivated.
Adrenaline and cortisol drain energy. Stress hormones impair memory, attention
span, and decision-making. Executive brain functions in charge of planning, trou-
bleshooting, learning, cooperation, attuned communication, and emotional regu-
lation are compromised.” As a result, intuition and insight are thwarted.
The effects of stress on employee health, productivity, turnover, and absentee-
ism is staggering. A survey of thousands of U.S. workers across all industries by
10 ◾ Developing Informed Intuition for Decision-Making

Mental Health America in 2017 found that nearly three-quarters of all employees
are either actively seeking a new job or are thinking about doing so, with the cost of
replacing an employee being 20 percent to 50 percent of their salary.

Shift from Stress to Neurological Power

and Extraordinary Intuition
Neuroscience used to think that our brain structure, and the genetic blueprint that
determined our traits, behaviors, and health, was fixed by the age of 6. Genetics and
early-childhood experiences developed a brain that was hardwired, limiting a per-
son’s potential. Neuroscience used to believe, for example, that if you were born with
a gene wired for stress or depression, your wiring was fixed and thus psychological
therapies would likely be ineffective. We now know however, through epigenetics,
that we can turn genes on and off. It appears that DNA is more of a genetic switch-
board than a blueprint. If you were born with a gene predisposed to stress or depres-
sion, for example, the good news is that you can turn this gene off. Conversely, we
also know that if you were not born with this unfortunate gene expression, environ-
mental and life experiences such as trauma can trigger this gene on. We can influ-
ence gene activity and expression to change health outcomes and our brain.
We have a new understanding of how the brain works. We can shift from
stress to neurological power through neuroplasticity. Neuroplasticity is the capac-
ity of the brain to expand, reorganize, and better integrate higher brain function.
Goewey states, “Neuroplasticity is a process that rewires the brain, shifting control
away from the amygdala, the primitive network that triggers stress reactions and
fight or flight, to the prefrontal cortex, where the brain generates the intellectual,
creative, emotional, and intuitive intelligence people need to succeed. If we have a
problem with stress, as most people do, it’s because of the way our brain is wired, so
the solution is to change the wiring.” Through specific practices and processes, an
individual can rewire their brain in eight weeks.
You may be asking, with all the stress-management training over the years,
why has stress continually been on the rise? “Because stress reduction has focused
on behavioral changes,” says Goewey. “The new science focuses on attitudinal
changes. This new approach focuses on learning processes that literally rewire the
brain through a specific shift in attitude. A positively peaceful attitude literally
rewires the brain. We can reshape our brain to create a new mind.”

The Heart and Gut Are Intuitive,

Precognitive, and Intelligent
A positively peaceful attitude not only rewires the brain but creates coherence with
the heart and body. Positive emotions, such as love and appreciation, decrease
 Intuitive Leadership ◾ 11

heart-rate variability and lead to smooth, sine-wave-like patterns in heart rhythms.

According to the HeartMath Institute, “Heart signals have a significant effect on
brain function—influencing emotional processing as well as higher cognitive facul-
ties such as attention, perception, memory, and problem-solving.” The HeartMath
Institute states further that,

During stress and the feeling of negative emotions such as anger and
frustration, our heart-rhythm pattern is erratic and disordered, and
the corresponding pattern of neural signals traveling from the heart
to the brain inhibits higher cognitive functions. This limits our abil-
ity to think clearly, remember, learn, reason, and make effective deci-
sions. In contrast, the more ordered and stable pattern of the heart’s
input to the brain during positive emotional states has the opposite
effect—it facilitates cognitive function and reinforces positive feelings
and emotional stability. This means that learning to generate increased
heart-rhythm coherence, by sustaining positive emotions, not only ben-
efits the entire body but also profoundly affects how we perceive, think,
feel, and perform.

The HeartMath Institute and other researchers found that the heart is far more
than a simple pump. “The heart is, in fact, a highly complex, self-organized infor-
mation-processing center with its own functional brain that communicates with
and influences the cranial brain via the nervous system, hormonal system and other
pathways,” the institute says. “The idea that we can think with our hearts,” states
Joseph Chilton Pearce, author of the 2012 book HeartMind Matrix: How the Heart
Can Teach the Brain New Ways to Think, “is no longer just a metaphor but is, in fact,
a very real phenomenon.” This research confirms what many cultures have believed
for centuries: that we can trust our heart. “When the electrical patterns of the brain
synchronize with the far more powerful electrical rhythms of the heart, there is a
coherence that is achieved among the heart, brain, and entire body, allowing for
greater access to our intuition and the clarity to make better choices,” states the
HeartMath Institute.
Consider a romantic relationship that was successful and one that wasn’t. What
signs were there at the beginning? What did your heart tell you when you first
met this person? What other physiological signs did you notice (for example, loss
of energy, fatigue, warm, calm, or agitated)? What did your gut tell you? Did you
have butterflies?
The gut, which extends from the esophagus to the anus, is often nicknamed
by scientists as our “second brain.” The second brain is not in charge of conscious
thought, of course, but research is revealing that it does much more than merely
handle digestion. Michael Gershon, chairman of the Department of Anatomy and
Cell Biology at New York–Presbyterian Hospital/Columbia University Medical
Center and author of the 1998 book The Second Brain, states that the second brain
12 ◾ Developing Informed Intuition for Decision-Making

contains some 100 million neurons, more than in either the spinal cord or the
peripheral nervous system. This multitude of neurons enables us to “feel” the inner
world of our gut and its contents. Equipped with its own reflexes and senses, the
second brain can control gut behavior independently of the brain, Gershon says.
“The system is way too complicated to have evolved only to make sure things move
out of your colon,” says Emeran Mayer, professor of Physiology, Psychiatry, and
Biobehavioral Sciences at the David Geffen School of Medicine at the University
of California, Los Angeles. For example, scientists were shocked to learn that about
90 percent of the fibers in the primary visceral nerve, the vagus, carry information
from the gut to the brain and not the other way around. “A big part of our emo-
tions are probably influenced by the nerves in our gut,” Mayer says. “Butterflies in
the stomach—signaling in the gut as part of our physiological stress response—is
but one example. Although gastrointestinal turmoil can sour one’s moods, every-
day emotional well-being may rely on messages from the brain below to the brain
above. For example, electrical stimulation of the vagus nerve—a useful treatment
for depression—may mimic these signals,” Gershon says.
Goewey states, “In one fluid motion, we register a sensation in our gut, inter-
nally feel and interpret what we sense, correlate what it tells us with what we know
from memory, filter our possible choices, mobilize our skill, and then act from what
feels right.”
Serendipitously and sadly, while writing this paragraph about heart and gut intel-
ligence, I received a call from a distressed client. She expressed that she was having a
panic attack—I could feel it. She said that out of the blue, her heart was racing, she
couldn’t get a deep breath, couldn’t stop vomiting, and had severe diarrhea. As she
cried in panic, she couldn’t pinpoint why she had suddenly had such a strong reaction
and become so violently ill. It didn’t make sense to her. She was on a business trip,
and work seemed to be going fine. By the end of our call, she had relaxed and her
body had responded in kind. The next day, she received a call from a distant relative
that her estranged mother, who lived in another state, had died early that morning.

Foresight
Consider times in your past when you felt something was going to happen before it
happened. How many times have you thought about a friend you haven’t spoken to
for quite some time and they call you? Many people say they felt in their heart and
gut that something was “off” before the tragedy of 9/11. On one occasion, while
teaching my class on Intuitive Leadership to the Project Management Institute,
one student, who had been in military combat years earlier, shared that one night
as he lay down to rest, he heard in his mind’s ear an intuitive message say, “Turn
your body in the opposite direction.” He listened to the message. A few hours later,
he awoke to a near-miss bullet to his feet. If he hadn’t listened and turned his body
around, he would have been shot in the head.
 Intuitive Leadership ◾ 13

In my practice, I use foresight daily to assist my clients. For example, one client,
a CEO, quickly read me the names (without any other information) of companies
he considered acquiring. I had never heard of any of these companies. Of the 30
companies he named, I intuited that two of these companies could be good acquisi-
tion opportunities and that one of the two companies would be calling him soon to
discuss the possibility of my client buying their company. The next day, I received
a call from my client that the company I had identified did indeed call to discuss
being acquired. In his company, we blended intuitive intelligence with strategic
planning, process redesign, job enrichment, management training, and organiza-
tional restructuring to save his company from a takeover and doubled the value of
the company in six months.
To understand the science behind these precognitive experiences, years ago
I found a study by the HeartMath Institute. In this study, 30 calm and 15 emo-
tionally arousing pictures were presented to 26 participants. The study used skin
conductance, EEG, and ECG measures with each participant to identify where
and when in the brain and body intuitive information is processed. They found
that the heart receives and responds to intuitive information as the heart was
responding prior to the pictures being shown, during a 6-second blank-screen
interval. The researchers also found that heart-rate acceleration occurred prior
to future emotional stimuli (such as a picture of a bloody knife) compared with
calm stimuli (a cute dog). They found that prestimulus information was com-
municated from the heart to the brain. They also found that females were more
attuned to intuitive information from the heart. Both genders can greatly develop
their intuition, however.
Precognition and foresight are natural and instrumental for visionary leaders.
The examples I presented above can be explained through energy and non-local
communication or quantum entanglement.

Living in the Quantum Field—Intuitive “Weirdness”

Explained through Quantum Entanglement
Let’s start with the basics. The universe was created by energy. Scientists agree that
everything is energy. The human body is energy. Your thoughts and emotions are
energy. Consciousness is energy. Author Ervin Laszlo in his 2008 book Quantum
Shift in the Global Brain expresses it this way: “Although what we perceive with our
senses is solid matter moving about in empty space, in reality the material universe,
including particles, stars, planets, rocks, and living organisms, is not material:
Matterlike things are standing, propagating, and interacting waves in a subtending
medium.” We are non-local beings. David Bohm, a physicist, authored a central
thesis that says what we perceive as separate parts—you, me, the trees, and the
stars in the next galaxy—are all part of a seamless whole that is pulsing with life
and intelligence (the holomovement). We inhabit a universe where every point is
14 ◾ Developing Informed Intuition for Decision-Making

interpenetrated by every other point. Our outer limits aren’t confined to our body;
we have expandable, permeable boundaries and can pick up all sorts of information
from the outside world. A sea of energy exists to allow for instantaneous informa-
tion. Imagine each one of us as a whitecap within an ocean of energy, intercon-
nected but having our own individual expression.
Many writers and researchers speak about intuitive judgment as developed by
experience, training, and knowledge, even if some of this knowledge is unconscious
to us. The premise is that we can make effective decisions spontaneously based on
our ability to use very limited information from a very narrow period of experience
and arrive at a conclusion. The writers use the example of our instinctive ability
to mind-read, which they say is how a person can get to know another person’s
emotions just by looking at his or her face. This is one level of intuition, localized
intuition, and is extremely useful.
On another, deeper and more expansive level is non-localized intuition or
quantum entanglement, which is based on energy and is not limited to the physi-
cal, time or space, or prior experience. We are all capable of this level of intuition.
Reading body language, for example, would not explain how I am able to answer
a caller question and pick up and provide valid information about someone I
have never met and can’t see, who lives in another state, and who gives me a fake
name or no name, in a moment’s notice live on FM radio. Sometimes, listeners
write their questions and send them in, so I don’t have a voice to go on, either. It
would not explain how my daughter and I are able to provide specific information
about crimes for families of Citizens Against Homicide or other crime bureaus
impromptu without knowing information about the victim, murderer, or case.
While doing an interview for the staff and faculty at the University of Denver on
intuitive development, the interviewer recalled a time when I was on his radio
show. Although his show was geared toward leaders in business, he reminded me
of when a grieving father called to seek my help in finding his missing young
daughter. I “tuned in” energetically to his daughter and to the higher intelligence
of the quantum field, and apparently, the information I supplied led to his find-
ing his daughter in another country. In business, I use these intuitive skills to
help executives better understand their customers, employees, and board, and to
aid in negotiations, for example.
I hear in my “mind’s ear” specific words, phrases, and thoughts related to
the area of focus, as well as see images in my mind’s eye. Intuitively, I can feel
into the inner world of another. I relax while raising my vibration, send love
to those I am helping, and create a resonance that commingles with another’s
energy. Think of yourself as a radio receiver picking up a radio wave. This ener-
getic connection is not limited to people. The HeartMath Institute conducted
a study and found that when a human sent loving thoughts to his or her dog,
not only would the heart-rate variability of the human decrease, but the dog’s
heart rhythms would match the electromagnetic rhythms of the person sending
the love!
 Intuitive Leadership ◾ 15

Heighten Your Energy

As you raise your energy, you raise your intuition. Likewise, as your intuition
heightens, you will have an increase in energy. You already know of ways to raise
your energy—exercise, eat healthy, sleep, and hold positive thoughts.
We have discussed some of the benefits of positive emotions. Positive emotions
also correlate with higher levels of energy and vibration. Consider your emotional
state over the past three months. Circle the words that describe you: anger, guilt,
love, apathy, sadness, desire, willingness, courage, fear, enlightenment, peace, rea-
son, grief, shame, and acceptance. What emotional states do you think primarily
describe your team? Your organization?
Grounded in quantum physics and nonlinear dynamics, Nobel laureate David
R. Hawkins, M.D., Ph.D., and author of the 1995 book Power vs. Force, developed
a scale of consciousness. As one’s level of consciousness heightens, one’s energy
and vibration rise as well. We say, for example, “I like that guy’s vibes!” The higher
our energy, the greater our power. Individuals and organizations who have higher
levels of consciousness and power have a stronger electromagnetic attractor pattern,
which energetically pulls people, opportunities, resources, and customers to them.
Individuals who have higher levels of energy and power can manifest more easily
and bring into their reality that which they desire. Manifesting is supported by
quantum duality: Thoughts affect matter, and the nature of particles can be altered.
Having a clear thought and vision is not enough; individuals and organizations
require higher levels of energy to create, produce, and succeed.
With respect to the list of emotional states above, as a human, it is normal and
healthy to have a full range of experience. If you had never felt anger, for example, I
would be concerned. Having said that, we don’t want to live in low-energetic-feeling
states. Which emotion on my list above would you guess has the lowest energy asso-
ciated with it? You are right if you chose shame. Grief, sadness, and anger also have
low levels of energy, and Hawkins stated that these levels of consciousness do not
allow for productivity. The highest levels of consciousness, according to Hawkins,
include unconditional love, joy, peace, and enlightenment. Unfortunately, when I
ask teams and organizations to think about their company’s collective mindset and
to circle the words that describe how most people are feeling, I typically hear the
words “fear,” “apathy,” “desire,” and “anger,” with a sprinkle of “courage,” “willing-
ness,” and “reason.” Productivity, performance, and intuition are impaired.

Uncover Your Blind Spots, and Embrace Your

Whole Self
This book is about helping you make informed decisions. Your ability to make con-
scious decisions is based on the degree to which you are self-aware. You can perceive
others and situations only as clearly as you perceive yourself. As is true for all of us,
16 ◾ Developing Informed Intuition for Decision-Making

there are parts of you that are in your conscious awareness and parts of you that are
in your unconscious. A lot of the research says roughly 85 percent of our thoughts
are subconscious and unconscious. Some of what is unconscious to you includes
what Carl Jung, renowned psychiatrist and psychologist, referred to as our shadow
side. Our shadow side includes the traits we dislike about ourselves or ignore. Our
shadow side is on the other side of our persona, the roles we play in response to how
we believe we need to “show up” in the world, whether as a parent, son, leader, edu-
cator, or counselor, for example. Starting in infancy and as you grew up, you learned
to show up in the world in a way that would ensure your security, enable you to gain
continuous love and approval, and diminish what you believed to be unacceptable.
Over time, you learned to disown these parts of you and cut yourself off from your
“whole self.” Although unconscious to you, these disowned aspects of you continue
to drive your thoughts, feelings, and behaviors as if on autopilot. It is important
to note that the aspects you learned to deny are not necessarily right or wrong.
They are an underdeveloped side of you. For example, if you are typically in charge,
direct people, assert your thoughts and ideas, and drive quickly toward results, your
shadow side may be to follow, listen, gain more input, ask for help, and have greater
patience. Often under stress, we act from our default setting and turn up the volume
on our strengths. Caution is advised, as our strengths when overutilized become a
weakness. In addition, in striving for perfection, we can become incongruent with
our “real self” and “whole self,” as we cannot be perfect. In wearing a mask of perfec-
tion, we lose ourselves and the gift of others being able to know, receive, and trust us.
Leaders aren’t perfect; they are authentic; they exemplify the truth.
To lead, we must know who we are, which requires us to know where we have
been. Counseling is an excellent way to gain insights into unconscious patterns and
to learn to honor all sides of you. It allows us to understand why we do what we
do, accept ourselves, and lovingly let go of what no longer serves us. For example,
I coached and counseled the president of a financial institution. She grew up poor
and didn’t feel she was able to rely on her parents for her security needs. She was
“self-made” and responsible for her parents at an early age. She never wanted o­ thers
to feel the way that she had and dedicated her career to helping people ensure their
financial security. Her direct reports and organization felt that she was very bright
but overly controlling, micromanaging, and distrusting. Morale was low. In her
unconscious attempt to “rescue” people and her belief that she was responsible for
taking care of others, she inadvertently disempowered her direct reports. Her team
misinterpreted her kind intentions as her not believing in them. Once she under-
stood the correlation between her past and current behaviors and how she was
being perceived, she had insight that led to behavior change.
What does this have to do with developing your intuition? Your intuition
awakens when you come to know your true self and love yourself. In your journey
of self-discovery, you learn self-acceptance. With self-acceptance are power and
transformation. You embrace rather than resist your feelings. You use your feelings
to intuitively understand yourself in relationship to your inner and outer world.
 Intuitive Leadership ◾ 17

Empathy starts with self, and when you are coherent within yourself—body, mind,
and spirit—you realize you are connected to the totality of everything else that
exists. Rather than seeing the parts, you see and experience the whole, as you are
no longer cut off from yourself. You realize that your separateness is an illusion.
You approach life with an open heart. Empathy and love allow for the commin-
gling of energy and resonance, where you feel into the inner world of another. It
allows for the capacity of instantaneous understanding through connectedness to
what may be referred to as universal intelligence, the Divine Mind, the Collective
Unconscious, or God. Hawkins stated,

The individual human mind is like a computer terminal connected to

a giant database. The database is human consciousness itself, of which
our own cognizance is merely an individual expression but with its
roots in the common consciousness of all mankind. This database is the
realm of genius; because to be human is to participate in the database.
Everyone, by virtue of his birth, has access to genius. The unlimited
information contained in the database has now been shown to be read-
ily available to anyone in a few seconds, at any time and in any place.

Mindfulness
How many times have you gone around and around an issue, struggling to find
the solution to a problem, only to have the answer present itself when you weren’t
expecting it, such as in the shower or at the driving range, for example? Perhaps
the answer came to you in your sleep! In an awake beta brain-wave state, we can
be tense and stressed, and in this state it’s difficult for our intuition to speak and to
access our unconscious. Relax, and the solutions comes to you, through intuition.
As a professional intuitive, I had to learn how to quickly shift my brain waves
from beta to the slower brain-wave states of alpha and theta where I could listen to
my intuition, often under significant pressure and sometimes with a lot of back-
ground noise (such as on radio or film). I had to learn how to center myself quickly,
relax, be open, trust in the present moment, and focus my attention. Athletes call
this state as being in the “zone,” and musicians, artists, and writers may use the
term flow. You have had times where you have been in the zone and flow, where
hours feel like minutes and you experience an alert, mellow high. You are in a state
of peak performance and know just what to do easily and almost effortlessly.
Developing your intuitive muscle takes practice. You cannot “tune in” when
you are “tuned out.” You cannot listen to your inner voice if it is quieted by the
ego’s incessant mind chatter or drowned by the constant noise of your environ-
ment. Turn off your TV, computer, and phone for a while. Practice mindfulness,
which is maintaining a nonjudgmental state of heightened or complete awareness
of your thoughts, emotions, or experiences on a moment-to-moment basis. Twenty
18 ◾ Developing Informed Intuition for Decision-Making

minutes a day of meditation can rewire your brain and make you more intelligent.
It also has tremendous health benefits. Meditation is the exercise of singular, mind-
ful attention in a relaxed way. There are many forms of meditation. Find the ones
that work best for you. Walking in nature, yoga, gardening, praying (to include a
two-way dialogue), and artwork are forms of meditation. Focused attention alters
brain-wave patterns and releases serotonin into the bloodstream, leading to a qui-
eting down of ego activity—those executive functions of the brain that include
­worrying, analyzing, assessing. Once ego activity quiets down, the subtler inner
cues of intuition can become more prominent. Many organizations, such as Google,
are now providing areas for relaxation and meditation in their work environment.
When you sleep, your brain waves are in a delta brain-wave state. Ask your intuition
a question before you go to sleep, and awaken with the answer. Dreams wake us up!

The Intuitive Process

In this moment, think of a problem you are trying to solve or a decision you are try-
ing to make. You are going to use your intuition to find clarity through an intuitive
­process. First: Prepare. Find a quiet place where you won’t be interrupted. Relax and
close your eyes. Take deep breaths, and with each breath go further into relaxation.
Focus on your heart, and remember a time that gives you great joy and peace or some-
thing you appreciate. Be open to receiving. Believe and trust that you will receive
your answer. Second: Ask the question you want to answer. For example, should I
hire this person? What do I need to know to resolve this conflict? What is getting
in the way of me moving forward? Third: Accept all the information and impres-
sions you receive, and don’t discount any of it. You may not know what some of the
impressions mean, as they may come in the form of a metaphor. You can drill down
intuitively by asking more questions if an impression isn’t clear. Fourth: Record your
impressions, and integrate them with what you think and know about the situation.
When you are ready, follow the process, ask your question, and await the answer(s).
You may have heard the answer in your mind’s ear, seen the answers metaphori-
cally or literally in your mind’s eye, or felt the answer in your body (maybe you felt
calm, tingles, or heaviness in your gut). You will receive information typically based
on your predominant learning style. If you had trouble tapping into your intuition,
don’t worry about it! It takes practice and time to relax and quiet the mind chatter
that often accompanies stress. Heightening your intuition is like an exercise pro-
gram for the brain.

Your Organization’s Intuitive Intelligence

Imagine yourself operating from your highest level of intelligence—your intuitive
intelligence. How would you go through your day? How would you feel? How
 Intuitive Leadership ◾ 19

would you impact your organization, customers, and industry? How would you
show up in your personal life?
Envision your organization attaining and sustaining peak performance. What
would be possible if leaders and employees joyfully brought the best of who they are
to the forefront—living and breathing from their gifts? How would a positive and
peaceful mindset reshape the mind of your organization and impact stakeholders?
If people were using their intuitive intelligence, and thereby optimizing creative,
practical, analytical, social, and emotional intelligence toward a shared vision, what
would your organization create?
What changes would have to be made organizationally to unleash everyday
brilliance? Just as there must be coherence within our body and brain to access
intuition, there must also be alignment and structure within the organization to
enable it. What beliefs would need to change? How would leaders need to lead?
How would the mission, vision, and values drive this new mindset? How would
processes, job designs, and the organization need to be structured to heighten
intuitive intelligence? How could IT enhance it? How might you select and hire
differently? How would training, performance management, and reward systems
develop and enable genius? What could you do to start the process?

Conclusion
To optimize intuition requires a belief in its power and the courage to trust it. It
requires self-awareness, an inner calm, and an open-hearted approach to life. It
requires that you take care of yourself, heighten your energy, and develop a regular
mindfulness practice. In sum, to access your highest level of intelligence—your
intuitive intelligence—the key is bliss! Who knew? Your intuition.

References
Business Wire (2013). CEOs More Likely to Rely on Intuition Than Metrics When Making
Business Decisions, November 6, 2006. Retrieved from www.b​usine​sswir​e.com​/
news​/home​/2006​11060​05268​/en/C​EOs-R​ely-I​ntuit​ion-M​etric​s-Mak​ing-B​usine​
ss-De​cisio​ns
Gershon, M.D. (1998). The Second Brain. New York: Harper Collins.
Goewey, D.J. (2009). Mystic Cool: A Proven Approach to Transcend Stress, Achieve Optimal
Brain Function, and Maximize Your Creative Intelligence. New York: Beyond Words.
Hawkins, D.R. (1995). Power vs. Force: The Hidden Determinants of Human Behavior.
Sedona, AZ: Veritas Publishing.
HeartMath (2013). Science and Research, December 9, 2013. Retrieved from www.h​eartm​
ath.c​om/ab​out/r​esear​ch-in​forma​tion.​html
20 ◾ Developing Informed Intuition for Decision-Making

HeartMath (2018). Scientific Foundation of the HeartMath System. Retrieved from www.h​
eartm​ath.o​rg/sc​ience​/?utm​_ sour​ce=go​ogles​earch​​utm_m​edium​=cpc&​u​tm_ca​mpaig​
n=133​18647​6 4&utm ​_ cont​ent=2​93478​07455​1&utm_​term=​heart ​math%​20ins​t itut​
e&gid=​58844​86644​8&devi​c e=c&​m​odel=​&posit​ion=1​t1&pla​c emen​t=&gcl​id=EA​
IaIQo​bChMI​spiBs​eib3w​I VEb7​ACh3r​KQ7iE ​A AYAS​A AEgK ​33_D_​BwE
Laszlo, E. (2008). Quantum Shift in the Global Brain: How the New Scientific Reality Can
Change Us and Our World. Rochester, VT: Inner Traditions.
Mayo Clinic (2018a). PET Scan of the Brain for Depression. Retrieved from www.m​ayocl​inic.
​org/t​e sts-​proce​dures​/pet-​scan/​multi​media​/-pet​-scan​- of-t​he-br​a in-f​or-de​press​ion/
i​mg-20​00740​0
Mayo Clinic (2018b). Stress Symptoms: Effects on Your Body and Behavior. Retrieved from
www.m​ayocl​inic.​org/h​ealth​y-lif​estyl​e/str​ess-m​anage​ment/​in-de​pth/s​tress​-symp​toms/​
art-2​00509​87
McCraty, R., Atkinson, M., and Bradley, R.T. (2004). Electrophysiological evidence
of intuition: part 1. The surprising role of the heart. Journal of Alternative and
Complementary Medicine 10, 133–143.
Mental Health America (2018). 2017 State of Mental Health in America—Report Overview
Historical Data. Retrieved from www.m​ental​healt​hamer​ica.n​et/is​sues/​2017-​state​
-ment​a l-he​a lth-​a meri​ca-re​port-​overv​iew-h​istor​ical-​data
Pearce, J.C. (2012). The Heart-Mind Matrix: How the Heart Can Teach the Mind New Ways
to Think. Rochester, VT: Park Street Press.
Chapter 2

Thinking Outside
the Brain™: For
Accurate Intuition
Dominique Surel

Contents
Introduction.........................................................................................................22
Intuition Saves Lives........................................................................................22
Tool #1: Benchmarking Your Accurate Intuition©................................................25
Intuition: Conscious Mind vs. Unconscious.........................................................26
Why Intuitive Information Can Be Elusive......................................................26
Tool #2: Tracking Accurate Intuition©..................................................................28
Building Accuracy............................................................................................28
Tool #3: Your Intuition Receptors©......................................................................29
Research: Intuition Is a Powerful Tool in Decision-Making Process......................30
A Historical Perspective........................................................................................31
How Was the Concept of Noûs Forgotten?......................................................32
Modern Science Supports the Concept of Noûs....................................................32
Advanced Research on Human Consciousness.....................................................33
Intuition—Information from the Future?........................................................33
The Heart: Headquarters for Reception of Intuition............................................ 34
Heart Brain and Conscious Mind: Integration.....................................................35
Tool #4: Think Through Your Heart©...................................................................36
Tool #5: Energetic Imprints©—Recording Intuitive Information..........................36

21
Other documents randomly have
different content
liikkeellä ja alkoi kävellä huoneen toisesta päästä toiseen.
Levottomana ja niiden miesten kaltaisena, joita kohtaa
hermohalvaus heidän miehuusvoimassaan, kysyi hän jo itseltään,
tulisiko hän. Hän tunsi sangen hyvin tuon kaiken kulun, koska hän
toistakymmentä eri kertaa oli ollut tilaisuudessa ilmiötä seuraamaan.
Aluksi varmuus, ehdoton päättäväisyys tappamiseen; sitten ahdistus
rinnassa, kylmyys käsissä ja jaloissa; ja sitten yht'äkkiä tahdon
voimattomuus lihaksia vastaan. Hän koetti asiaa harkitsemalla
yllyttää itseänsä ja toisti mielessään kaikki ne syyt, jotka hän oli
itselleen niin monta kertaa sanonut: hänen etunsa Roubaudin
raivaamisesta pois tieltä, omaisuus, joka odotti häntä Ameriikassa,
sen naisen omistaminen, jota hän rakasti. Pahinta oli, että hän
äsken, tavatessaan Séverinen noin puolialastomana, oli luullut asian
vielä kerran menneen myttyyn, sillä kohta kun nuo vanhat
pöyristykset alkoivat uudelleen, ei hän enään ollut oma herransa.
Hän oli vapissut tuon ylivoimaisen kiusauksen edessä, kun se
tarjoutui ja veitsi oli tuossa avattuna. Mutta nyt tuli hän jälleen
järkähtämättömäksi päätöksessään ja sai joustavuutensa takaisin.
Nyt voisi hän sen tehdä. Ja hän odotti häntä edelleenkin, kävellen
edestakaisin oven ja akkunan välillä, jolloin hän joka kerta kulki
läheltä ohi vuoteen, johon hän ei tahtonut katsoa.

Séverine makasi edelleen liikkumattomana vuoteessa ja seurasi

silmillään hänen kävelyänsä. Hänkin oli levoton ja peloissaan, ett'ei
Jacques uskaltaisi sitä tälläkään kertaa. Hän tahtoi vain saada tästä
lopun ja alottaa uuttaa elämää. Itsetiedottomasti kuuluu hän
rakkaudessaan yksinomaan hänelle, joka hänet omisti, eikä hänellä
ollenkaan ollut sydäntä tuolle toiselle, johon hän ei koskaan ollut
tuntenut mitään intohimoa. Olisihan luonnollisin asia maailmassa,
että hän toimitettaisiin pois tieltä, koska hänestä oli haittaa; ja hänen
täytyi erityisesti sitä miettiä, tullakseen liikutetuksi rikoksen
häpeällisyydestä. Mutta kohta kun veren ja sen yhteydessä olevien
kamalain seikkojen kuva katosi hänen tajunnastaan, sai hän takaisin
tyynen hymynsä ja viattoman, hellän ja nöyrän ilmeensä.

Hän, joka luuli niin hyvin tuntevansa Jacquesin, joutui kuitenkin

kummiinsa. Siinä oli tosin edelleenkin hänen pyöreä, kaunis päänsä,
hänen kiharaiset hiuksensa ja hyvin tummat viiksensä sekä ruskeat,
kultapilkkuiset silmät, mutta alaleuka muistutti nyt pitkää,
ulospistävää kitaa, joka teki hänet suuressa määrin rumaksi. Kun
Jacques kulki hänen ohitsensa, tuli hän vastoin tahtoansa
katsahtaneeksi häneen, ja Séverine huomasi silloin, että ikäänkuin
punainen usva oli laskeutunut hänen silmiensä yli ja himmentänyt
niiden loisteen, jolloin hän heittäytyi taaksepäin, ikäänkuin olisi
peräytynyt koko ruumiillaan. Mitä hän tahtoi välttää? Pettikö hänen
rohkeutensa vieläkin kerran? Tietämätönnä siitä alituisesta
kuolemanvaarasta, jossa hän oli Jacquesin läheisyydessä, oli
Séverine jo jonkun aikaa tahtonut selittää aiheettoman, vaistomaisen
pelkonsa aavistukseksi lähellä olevasta välien rikkumisesta. Hän sai
aivan äkisti päähänsä, että ellei Jacques voisi tällä kertaa iskeä, niin
hän pakenisi, eikä palaisi enään koskaan takaisin. Hän päätti silloin,
että Jacquesin oli ehdottomasti tappaminen, ja että hän antaisi
hänelle rohkeutta, ja hän todellakin olisi sen tarpeessa. Tässä
silmänräpäyksessä häiritsi uusi ohikulkeva juna huoneen painostavaa
hiljaisuutta. Se oli loppumattoman pitkä tavarajuna, ja oli kuin
olisivat viimeiset vaunut vierineet vierimistään loppumattomiin.
Séverine nousi kyynärpäänsä nojalle ja odotti, kunnes tuo
hirmumyrskyn kaltainen pauhina oli etäisyyteen häipynyt tuossa
nukkuvassa seudussa.

— Viipyy vielä neljännestunnin, sanoi Jacques ääneensä. Hän on

nyt ehtinyt Bécourtin metsän läpi ja on puolimatkassa. Oh, kuinka
kauvan se kestää!

Mutta kun hän palasi akkunan luo, tapasi hän Séverinen

seisomassa paitasillaan vuoteen vieressä.

— Menkäämme lampun kanssa alas, ehdotti hän. Sinä voit silloin

nähdä paikan ja asettua sinne, ja minä näytän sinulle, kuinka avaan
oven ja kuinka sinun on meneteltävä.

Jacques vapisi ja peräytyi.

— Ei, ei! Ei lamppua!

— Niin, mutta me piilotamme sen sitten. Sinun täytyy kuitenkin

olla asiasta selvillä.

— Ei, ei! Mene uudelleen levolle!

Séverine ei totellut, vaan meni päinvastoin häntä kohden sellaisen

naisen voitonvarmalla ja itsevaltiaalla hymyllä, joka tuntee olevansa
kaikkivoipa sen intohimon kautta, jota hän herättää. Kun hän sulkisi
Jacquesin syliinsä, niin tämä tekisi mitä hän tahtoisi, ja hän jatkoi
puhumistaan hyväilevällä äänellä, saadakseen hänet suostumaan.

— Mutta lemmittyni, mikä sinua vaivaa? Voisipa luulla, että sinä

pelkäät minua. Kohta kun lähestyn, näytät sinä väistävän minua.
Jospa tietäisit, kuinka minun tässä silmänräpäyksessä tarvitsee
nojautua sinuun, tuntea sinun olevan täällä, että me olemme täysin
yksimieliset, ainiaaksi, kuuletko!

Hän oli vihdoin saanut hänet likistetyksi pöytää vastaan, niin ett'ei
hän voinut päästä kauvemmaksi pakoon. Jacques katsoi häneen
lampun kirkkaassa valossa. Hän ei ollut koskaan nähnyt häntä noin
paljaana. Hän taisteli vastaan, mutta veri, joka virtasi päähän, ja nuo
kamalat puistatukset valtasivat ja hämmensivät hänet. Hän muisti
silloin, että veitsi oli hänen takanaan pöydällä; hän tunsi sen ja
hänen tarvitsi ainoastaan ojentaa kätensä.

Suurella vaivalla onnistui hänen sammaltaa:

— Mene maata, minä pyydän sinua.

Mutta Séverine ei sen suhteen pettynyt; se oli tuo valtaan pääsevä

himo häneen, joka pani Jacquesin noin vapisemaan. Hän tunsi
jonkinmoista ylpeyttä siitä. Minkä vuoksi pitäisi hänen totella häntä,
koska hän tahtoi tänä iltana saada hänet rakastumaan itseensä aina
hulluuteen naakka. Notkean maikailevana meni hän häntä yhä
lähemmäksi ja oli nyt aivan hänen edessään.

— Suutele minua… Suutele minua yhtä lämpimästi kuin rakastat

minua… Se on antava meille rohkeutta… Ah niin, rohkeutta, sitä me
tarvitsemme! Meidän täytyy rakastaa toisiamme enemmän kuin
ketään muita, tehdäksemme mitä aijomme tehdä… Suutele minua
kaikesta sydämestäsi, kaikesta sielustasi.

Jacques voi tuskin hengittää. Hän ei voinut kuulla mitään

aivoissaan kuuluvien epäselvien äänien ja noiden tulipistojen takia,
jotka korvien takaa tunkeutuivat päähän ja sen jälkeen levisivät
hänen käsivarsiinsa ja jalkoihinsa. Tuo toinen, tuo kimppuun
hyökkäävä eläin, tuli nyt syöksyen esiin ja ajoi hänet ulos hänen
omasta ruumiistaan. Hänen kätensä eivät häntä enään totelleet ja
hän juopui tästä naisellisesta alastomuudesta, joka vietteli häntä niin
ja lopulta saattoi hänet niin täydelliseen pyörtymykseen, että hänen
tahtonsa masentui.
 — Suutele minua lemmittyni, koska meillä vielä on minuutti
aikaa… Sinä tiedät, että hän on kohta täällä. Hän voi kolkuttaa minä
sekuntina tahansa… Koska sinä et tahdo, että menemme alas, niin
muista, mitä sanon; minä avaan oven, ja silloin seisot sinä sen
takana, mutta älä viivyttele, vaan toimita se heti tehdyksi… Minä
rakastan sinua niin paljon, meistä tulee niin onnelliset! Hän on
huono ihminen, joka on antanut minun kärsiä, ja on onnemme
ainoana esteenä… Suutele minua, suutele minua!

Kääntymättä ympäri, kopeloi Jacques oikealla kädellä taakseen ja

tarttui veitseen. Hetkiseksi jäi hän seisomaan siten ja puristi veistä
kädessään. Oliko hän saanut takaisin tuon halun kostaa hyvin
vanhoja loukkauksia, joita hän ei voinut tarkalleen muistaa, tämän
vihan, jota oli kasaantunut toisesta miespuolisesta sukupolvesta
toisensa jälkeen naisen ensimäisestä uskottomuudesta saakka, joka
tapahtui luolien syvyydessä? Hän tuijotti kuin mielipuoli Séverineen,
ainoa, mitä hän nyt himoitsi, oli kaataa hänet pitkin pituuttaan
kuoliaana maahan, ikäänkuin olisi hän joltakin toiselta ryöstetty
saalis. Se kamala portti, joka johti sukupuolihimon mustiin
syvyyksiin, avautui nyt: rakkaus ja kuolema, tyhjäksitekeminen,
omistaakseen vielä täydellisemmin.

— Suutele minua, suutele minua…

Hän taivutti päänsä taaksepäin rukoilevalla hellyydellä ja paljasti

siten povensa. Kun Jacques näki hänen valkoisen rintansa ikäänkuin
tulen loisteessa, kohotti hän veitsen. Séverine näki veitsenterän
välkähtävän ja heittäytyi taaksepäin, änkyttäen hämmästyneenä ja
peljästyneenä:

— Jacques, Jacques… Jumalani! Miksi? Miksi?

 Hampaitaan kiristellen ja sanaakaan sanomatta, ajoi hän häntä
takaa. Lyhyen ajan kuluttua oli Séverine pakoitettu takaisin
vuoteeseen. Hän väistyi arasti taaksepäin, voimatta puolustautua, ja
paita repesi.

— Jumalani, Jumalani! Miksi?

Jacques antoi kätensä pudota ja veitsi keskeytti Séverinen

kysymyksen. Työntäessään veitsen hänen kurkkuunsa, väänsi
Jacques sitä ympäri, se oli käsi, joka tyydytti kamalan himonsa, ja se
oli samanlainen pisto kuin se, jolla presidentti Grandmorin oli
tapettu, ja se oli osunut samalle kohdalle ja sitä oli käytetty samalla
raivolla. Oliko Séverine huutanut? Siitä ei hän koskaan voinut saada
varmuutta. Samassa silmänräpäyksessä kulki näet Pariisista tuleva
pikajuna ohitse sellaisella nopeudella ja ankaruudella, että lattia
tärisi, ja Séverine makasi siinä kuolleena, ikäänkuin olisi tämä
myrsky iskenyt hänet maahan.

Jacques seisoi nyt liikkumattomana ja katseli häntä, kun hän

makasi siinä pitkänään hänen jaloissaan vuoteen vieressä. Juna
katosi kauvas etäisyyteen ja Jacques katseli nyt häntä punaisen
huoneen painostavassa äänettömyydessä. Ja erittäinkin saattoi hänet
hämilleen se kamalan peljästyksen ilme, jonka nuo muuten niin
miellyttävät, lempeät ja nöyrät kasvot olivat saaneet kuolemassa.
Tuo musta tukka oli noussut pystyyn niin kuin pikimustan fasaanin
kypärintöyhtö. Vaaleansiniset silmät olivat käyneet muodottoman
suuriksi ja niissä oli vielä kysyvä, hämmentynyt ja peljästynyt ilme.
Miksi, miksi oli hän hänet murhannut? Yhtä tiedotonna kuin silloin,
koska elämä oli laahannut hänet lokaan ja vereen, ja kaikesta
huolimatta vienona ja viattomana, oli hänet nyt, ilman että hän
milloinkaan olisi sitä käsittänyt, ruhjottu ja temmattu pois tuon
onnettoman murhan kautta.

Mutta Jacques joutui hämilleen. Hän kuuli villipedon puhkinan,

villisian röhkinän, leijonan karjunnan; mutta hän tyyntyi, olihan se
hän itse, joka hengitti niin kovasti. Ah, vihdoinkin, vihdoinkin! Hän oli
siis tyydyttänyt himonsa, hän oli tappanut! Niin, tämä oli hänen
työtänsä.

Hän tunsi sekä hämmästystä että ylpeyttä ja hänen miehekäs

itsetuntonsa ja etevämmyytensä kohosi. Hän oli tappanut hänet ja
omisti hänet siten, kuin hän jo kauvan oli halunnut hänet omistaa,
kokonaan ja täydellisesti, aina olemattomuuteen saakka. Séverine ei
enään kuulunut, eikä koskaan tämän jälkeen voisi kuulua
kenellekään muulle.

Muisto eräästä toisesta murhatusta, presidentti Grandmorinista,

jonka hän oli nähnyt murhattavan viidensadan metrin päässä siitä
tuona kamalana yönä, valtasi nyt hänet. Tämä niin valkoinen ja
hieno verinaarmuinen ruumis oli yhtäläinen ihmisriepu, oli sellainen
särjetty nukke ja pehmeä riepu, joksi veitsenpisto muuttaa
ihmisolennon. Niin, siten se oli. Hän oli tappanut ja nyt makasi tämä
lattialla. Séverine oli kaatunut, kuten tuo toinenkin.

Lattiapalkkien kolina ja tärinä tempasi Jacquesin niistä

hämmentyneistä mietteistä, joihin hän oli vaipunut kuolleen edessä.
Aukenivatko ovet? Tuliko väkeä häntä vangitsemaan? Hän katseli
ympärilleen, eikä huomannut muuta kuin äänettömyyttä ja tyhjyyttä.
Ah, vieläkin juna! Ja mies, joka kolkuttaisi ovea tuolla alhaalla, ja
jonka hän oli aikonut tappaa! Hänet oli hän kokonaan unhoittanut.
Hän ei katunut mitään, mutta katseli itseänsä jo niinkuin
löylynlyömä. Mitä siis oli tapahtunut? Nainen, jota hän rakasti, ja
joka rakasti häntä niin intohimoisesti, makasi nyt tuossa lattialla
kurkku puhkaistuna, jota vastoin mies, joka oli heidän onnensa
esteenä, eli vielä ja askel askeleelta tuli yhä lähemmäksi pimeässä.
Kuukausimääriä olivat hänen kasvatuksensa häneen istuttamat
epäilykset ja vähitellen periytyneet ja hankitut ihmisyysaatteet
saaneet hänet säästämään tuota miestä. Mutta nyt sitävastoin oli
hän, vaikka se oli vastoin hänen omaa harrastustaan, oli antanut
perityn hurjuutensa, saman murhanhalun, joka aarniometsissä pani
eläimen heittäytymään toisen kimppuun, temmata hänet mukaansa.

Hän tahtoi kääntää silmänsä pois, mutta hänellä oli ankara tunne
siitä, että eräs toinen valkoinen olento nousi vuoteen jalan kohdalta.
Oliko kuollut kaksistunut? Sitten tunsi hän Floren. Tämähän oli jo
kummitellut, silloin kun hän makasi kuumeessa
rautatieonnettomuuden jälkeen. Hän oli nyt kostettu; ja varmaankin
riemuitsi. Jacquesia jääti kauhu ja hän kysyi itseltään, mikä häntä
vaivasi, kun hän noin viipyi huoneessa. Hän oli murhannut, oli
juopunut rikoksen kamalasta viinistä. Hän kompastui veitseen, joka
oli lattialla, ja pakeni nyt tiehensä rappuja alas, avasi ulkorapulle
johtavan suuren oven, ikäänkuin ei pieni ovi olisi ollut kylliksi, ja
syöksyi sysimustaan yöhön ja katosi raivoisasti juosten, kertaakaan
kääntymättä ympäri, ja tuo salaperäinen talo viistossa radan varrella
lepäsi siinä hänen takanaan, avonaisena ja lohdutonna
kuolonkaltaisessa yksinäisyydessään.

Cabuche oli tänä yönä, kuten kaikkina muinakin öinä, mennyt

aidan yli ja kuljeskeli Séverinen akkunan edustalla. Hän tiesi
Roubaudia odotettavan, eikä sen vuoksi ihmetellyt valkeanvaloa, joka
pilkisti luukun raoista. Mutta kun hän näki miehen hyppäävän alas
rapulta ja sitten raivoisasti laukkaavan tiehensä ja katoavan
nummelle päin, jäi hän seisomaan hämmästyksestä
liikkumattomana. Oli jo liian myöhäistä alkaa ajaa pakenijaa takaa ja
hän jäi seisomaan peljästyneenä ja levottomuuden ja
neuvottomuuden valtaamana avatun portin eteen, josta porstua
ammotti heitä vastaan, kuten suuri, musta läpi. Mitä olikaan
tapahtunut? Menisikö hän sisään? Kumea hiljaisuus ja täydellinen
pimeys, lampun edelleen palaessa tuolla ylhäällä, saattoi hänen
mielensä yhä ankeammaksi.

Vihdoin rohkaisi Cabuche mielensä ja hamuili rappuja ylös.

Makuukamarin oven edustalla, joka myös oli avoinna, pysähtyi hän
uudelleen. Hän luuli tuossa kirkkaassa kajastuksessa näkevänsä
kasan hameita vuoteen luona. Séverine oli varmaankin riisuutunut.
Levottomana ja kiivaasti virtaavin verin huusi hän häntä hiljaa. Sitten
sai hän nähdä veren, ymmärsi nyt, mitenkä asian laita oli, ja syöksyi
esiin, päästäen hirveän kiljahduksen, joka tunkeutui esiin hänen
särkyneestä sydämestään. Jumalani! Siinä makasi Séverine
murhattuna ja maahan viskattuna kamalassa alastomuudessa. Hän
luuli vielä kuulevansa hänen kuolonkorahduksensa ja tunsi niin syvää
epätoivoa, niin tuskallista häpeää nähdessään hänen makaavan ja
kuolevan aivan alastomana, että hän veljellisellä myötätuntoisuudella
tarttui molemmin käsivarsin hänen ympärilleen, nosti hänet ylös ja
pani vuoteeseen sekä heitti peitteen ylitse suojatakseen häntä.
Mutta tästä syleilystä, joka oli ainoa hellyydenosoitus, mikä
milloinkaan oli heidän välillään tapahtunut, tulivat hänen kätensä ja
rintansa aivan vereen. Samassa silmänräpäyksessä huomasi hän
siellä Roubaudin ja Misardin. Hekin olivat vihdoin päättäneet mennä
rappuja ylös, kun huomasivat kaikkien ovien olevan avoinna.
Roubaud oli myöhästynyt sen vuoksi, että hän oli hetkeksi
pysähtynyt juttelemaan ratavartijan kanssa, joka sitten oli tullut
hänen mukanaan jatkaakseen keskustelua. Molemmat seisoivat siinä
tyhminä ja tuijottivat Cabucheen, jonka kädet olivat veressä kuten
teurastajan kädet.

— Se on samanlainen puukon pisto kuin se, jolla presidentti

murhattiin, selitti vihdoin Misard, joka tutki haavaa.

Roubaud ravisteli päätään, vastaamatta ja voimatta kääntää

katsettaan Séverinestä ja hänen kamalasta, peljästyneestä
kasvojenilmeestään ja tuosta mustasta tukasta, joka tornina kohosi
yli otsan, ja noista suunnattomasti suurentuneista, kysyvistä
sinisilmistä.
XII.

Kolme kuukautta sen jälkeen kuljetti Jacques eräänä lämpöisenä

kesäkuunyönä pikajunaa, joka oli lähtenyt Pariisista kuusi ja
kolmekymmentä. Hänen uutta veturiansa, jolla oli numeronaan 608,
ja joka oli aivan uusi, mutta jonka hän alkoi tuntea sangen hyvin, ei
ollut helppo käsitellä. Se oli jämeä ja itsepintainen niinkuin varsa,
joka ensin täytyy väsyttää perin pohjin, ennen kun se tottuu suitsiin.
Hän kiroili sitä ja kaipasi Lisonia. Hänen täytyi katsoa tarkasti ylös
joka silmänräpäys. Mutta tänä yönä oli ilma niin leuto ja suloinen,
että hän tunsi olevansa taipuvainen hiukan hellittämään ja antamaan
sen laukata melkein niinkuin se itse tahtoi, ja hän tunsi itse olevansa
onnellinen, saadessaan hengähtää. Milloinkaan ei hän ollut tuntenut
sellaista hyvinvointia, ilman mitäkään tunnonvaivoja, ja tuntenut
olevansa niin syvästi onnellinen ja rauhallinen.

Hän, jolla ei muuten koskaan ollut tapana puhua matkalla, alkoi

laskea leikkiä Pecqueuxille, joka oli annettu hänelle lämmittäjäksi.

— Mikä teitä vaivaa? Tehän avaatte silmänne juuri kuin ette joisi
mitään muuta kuin vettä!
 Pecqueux näytti todellakin vastoin tapaansa aivan selvältä ja oli
hyvin synkkämielinen.

— Niin, kylläpä täytyy pitää silmänsä avoimina, jos tahtoo nähdä

selvästi, vastasi hän varsin äkäisesti.

Jacques katsoi häneen epäluuloisesti. Hänen omatuntonsa ei ollut

puhdas. Edellisellä viikolla oli hän näet heittäytynyt Pecqueuxin
rakastajattaren, Philomènen syliin, joka jo kauvan oli häntä
rakastuneesta kyönittänyt. Hän oli kuitenkin tehnyt sen ainoastaan
jonkinlaisesta uteliaisuudesta. Mikä erittäinkin saattoi hänet siihen,
oli kokeen tekemisen halu. Oliko hän nyt täydellisesti parantunut,
tyydytettyään kamalan himonsa? Hänen syvä ilonsa ja tyyni
hymyilevä näkönsä johtuivat, hänen tietämättänsä, varmaankin siitä
onnesta, että hän nyt oli mies kuten kaikki muutkin.

Hän ehkäisi Pecqueuxia, joka oli avannut tulisijan luukun,

pannakseen sisään enemmän hiiliä.

— Ei, ei, älkää lämmittäkö niin paljon. Se käy muutenkin hyvin.

Mutta lämmittäjä mörisi joukon rumia asioita.

— Kyllä kai… Tuota lötköä!… Ja kun ajattelen, että morkattiin

tuota vanhaa, joka oli niin siivo… Tämä lutka ei ole edes potkunkaan
arvoinen.

Päästäkseen suuttumasta jätti Jacques vastaamatta. Mutta hän

tunsi hyvin, että vanha yhdyselämä kolmeen henkeen oli mennyttä
kalua; sillä hänen, toverin ja veturin välinen ystävyys oli Lisonin
kuollessa kadonnut. Nyt jouduttiin riitaan kaikesta mahdollisesta,
mutterista, joka oli ruuvattu liian kovaan, hiililapiollisesta, jota ei oltu
heitetty oikein. Ja hän päätti olla varovainen Philomènen suhteen,
koska hän ei tahtonut joutua julkitappeluun tällä ahtaalla, liikkuvalla
sillalla, joka oli varattu hänelle ja hänen lämmittäjälleen. Niin kauvan
kun Pecqueux, kiitollisena siitä, että häntä kohdeltiin hyvin, ja että
hän voi valmistaa itselleen pieniä sivuansioita ja saada tähteeksi
jääneen ruoan, totteli häntä niinkuin koira ja osoitti hänelle sellaista
uskollisuutta, että hän olisi voinut, jos niiksi olisi tullut, vääntää
ihmisiltä niskat nurin, elivät he molemmat niinkuin veljekset, menivät
äänettöminä yhteistä vaaraa vastaan, eivätkä tarvinneet mitään
sanoja ymmärtääkseen toisiansa. Mutta siitä tulisi ikäänkuin oikea
helvetti, ellei voitaisi olla sovussa, kun alati oltiin pakoitetut elämään
rinnatusten ja alttiina samoille töytäyksille, vaikka mieluimmin olisi
nähty, että olisi voitu syödä toinen toisensa suuhunsa. Juuri viikkoa
ennen oli yhtiön täytynyt erottaa Cherbourgin pikajunan
veturinkuljettaja ja lämmittäjä sen vuoksi, että nämä olivat joutuneet
riitaan eräästä naisesta ja ensinmainittu oli esiintynyt raa'asti toista
kohtaan, joka ei ollut tahtonut totella; he olivat niin äkämystyneet,
että matkalla oli syntynyt oikeita tappeluja, ja he olivat aivan
unhoittaneet koko sen pitkän matkustajajonon, joka täyttä vauhtia
vyöryi heidän takanaan.

Pecqueux ei viitsinyt totella, vaan avasi tulisijan vielä pari kertaa ja

heitti sisään hiiliä, otaksuttavasti saadakseen toran aikaan. Mutta
Jacques ei ollut sitä näkevinään, vaan näytti ainoastaan pitävän
silmällä liikuntaa ja koetti vähentää nopeutta. Tuntui niin raitis ja
suloinen veto, kun juna pauhaten kulki eteenpäin tuona lämpimänä
heinäkuunyönä. Kun pikajuna viittä yli yksitoista saapui Havreen,
siistivät he veturia ikäänkuin olisivat olleet yhtä hyvät ystävykset
kuin ennenkin.
 Kun he sen jälkeen läksivät veturitallista mennäkseen yömajaansa
Rue
Francois-Mazelinen varrelle, huudettiin heille:

— Onko teillä niin kiire? Ettekö voi minuutiksikaan poiketa tänne?

Se oli Philomène, joka veljensä talon kynnykseltä oli tähystellyt

Jacquesia. Mutta hän näytti jokseenkin nololta, saadessaan nähdä
Pecqueuxin, ja joskin hän tuli huutaneeksi heitä molempia, tapahtui
se sen huvituksen toivossa, että saisi ainakin hiukan jutella uuden
ystävänsä kanssa, vaikka hänen entinen rakastajansa olikin läsnä.

— Anna meidän olla rauhassa! karjasi Pecqueux. Sinä ikävystytät

meidät kuoliaiksi, meidän täytyy nukkua.

— Onpa hän oikein rakastettava, vastasi Philomène hilpeästi.

Mutta herra Jacques ei ole sinua kaltaisesi ja hän varmaankin
nauttisi pikku lasillisen… Vai kuinka, herra Jacques?

Jacques oli varovaisuudesta sanomaisillaan ei, kun lämmittäjä

yht'äkkiä vastaanotti kutsun, ajatellen voivansa pitää heitä silmällä ja
hankkia itselleen varmuutta. He menivät keittiöön ja istuutuivat
pöydän ääreen, jolle nainen asetti kaksi lasia ja konjakkipullon, jonka
jälkeen hän sanoi matalammalla äänellä:

— Teidän täytyy koettaa olla pitämättä suurta melua, sillä veljeni

nukkuu tuolla ylhäällä, eikä hän juuri pidä siitä, että minulla on
vieraita.

Tarjotessaan heille, lisäsi hän kohta sen jälkeen:

— Tiedättekö, että Lebleu eukosta tuli loppu tänä aamuna… Mutta

sitäpä minä aina sanoinkin… Se vie häneltä hengen, jos hänet
ajetaan takakerrokseen, joka on oikea vankila. Hän kesti kuitenkin
neljä kuukautta sitä, ett'ei nähnyt mitään muuta kuin sinkkikaton…
Mutta se, mikä varmaan teki tenän, kohta kun hän ei voinut liikkua
tuolistaan, oli se, ett'ei hän enään voinut jatkaa tapaansa vakoilla
neiti Guichonia ja herra Dabadieta. Niin, hän kuoli suuttuneena siitä,
ett'ei koskaan ollut yllättänyt heitä mistään.

Philomène keskeytti puheensa, nieli kulauksen konjakkia ja sanoi

sitten nauraa hohottaen:

— Vaikka kyllä he kuhertelevat yhdessä… Mutta ne ovat niin

pahansuopia… Vaikka minä luulen kuitenkin, että pieni rouva Moulin
on nähnyt heidät eräänä iltana. Mutta siitä ei toki ole pelkoa, että
hän puhuisi mitään, siksi on hän liian tyhmä ja ja muuten niin
kylläpä on hänen miehensä, alipäällikkö…

Hän keskeytti puheensa uudelleen huudahtaakseen:

— Kuulkaapa nyt, ensi viikollahan Roubaudin murhaa käsitellään

Rouenissa.

Tähän saakka olivat Jacques ja Pecqueux antaneet hänen

lörpötellä, pistämättä sanaakaan väliin. Viimemainittu arveli aivan
yksinkertaisesti, että Philomène oli hirveän suulas, koskaan ei hän
hänen seurassaan vaivannut itseään noin paljon keskustelulla. Hän ei
voinut kääntää silmiään pois hänestä ja tuli vähitellen ärtyisäksi ja
mustasukkaiseksi, kuinka Philomène maikaili hänen esimiehelleen.

— Niin, vastasi veturinkuljettaja aivan tyynen näköisenä. Minutkin

on kutsuttu.
 Philomène siirtyi lähemmäksi, onnellisena siitä, että sai
kyynärpäällään hipaista häntä.

— Minäkin olen todistajana… Ah, herra Jacques, kun minulta

kysyttiin teistä, sillä ymmärrättehän, että tahdottiin tietää oikea
totuus teidän suhteestanne häneen, tuohon ihmisparkaan, niin, kun
minua kuulusteltiin, sanoin minä tuomarille: "Jacques jumaloi häntä
ja siis on aivan mahdotonta, että hän on tehnyt hänelle mitään
pahaa!". Olinhan nähnyt teidät yhdessä ja minähän olin sangen
sopiva puhumaan siitä.

— Ah, vastasi Jacques ja teki välinpitämättömyyttä ilmaisevan

liikkeen. Minä en ollut levoton ja saatoin tunti tunnilta ilmoittaa,
kuinka olin viettänyt aikani… Kun yhtiö on pysyttänyt minut
toimessani, on se kaiketi tapahtunut siksi, ett'ei minua vastaan ollut
pienintäkään muistutusta.

Syntyi äänettömyys ja kaikki kolme joivat hiljaa.

— Onpa se vaan jotakin hirvittävää, jatkoi Philomène. Sellainen

villipeto tuo Cabuche. Hänhän oli aivan veressä, kun hänet vangittiin.
Kylläpä se on hassua, kun mies ottaa naisen hengiltä sen vuoksi,
että haluaa häntä omaksensa, ikäänkuin näin tapahtuisi paremmin
silloin, kun ei naista enään olisi olemassa!… Ja mitä en koskaan
eläissäni voi unhoittaa, on nähkääs se, kun herra Cauche alhaalla
asemalaiturilla vangitsi Roubaudin. Minä olin siellä silloin. Kuten
tiedätte, oli kulunut ainoastaan viikko siitä kun Roubaud, vaimonsa
hautajaisten jälkeisenä päivänä, aivan tyynesti oli mennyt
virantoimitukseensa. Herra Cauche löi häntä silloin olkapäähän ja
sanoi, että hänellä oli määräys viedä hänet vankilaan. Ajatelkaapa
sitä. He, jotka eivät koskaan voineet olla erossa toisistaan, ja jotka
pelasivat keskenänsä korttia kaiket yöt. Mutta ken on poliisi, hänen
täytyy, jos niiksi on, viedä isänsä ja äitinsäkin giljotiinin luo, koska se
on hänen ammattinsa. Eikä Cauche välitä sellaisesta ja sitten olen
nähnyt hänen pelaavan korttia Cafe du Commersessä, enempää
välittämättä hyvästä ystävästään, kuin jos hän olisi ollut suurturkki.

Pecqueux puri hampaansa yhteen ja iski nyrkkinsä pöytään.

— Lempo soikoon! Olisinpa minä ollut tuon Roubaud kurjimuksen

sijassa!… Te olette suhteissa hänen vaimoonsa ja toinen ottaa hänet
hengiltä. Ja sitten pistävät he hänet putkaan… Se on niin, että voi
harmista haljeta…

— Mutta, sinä suuri nauta, kirkui Philomène, sehän on siksi, että

hänen syytetään ottaneen tuon toisen vapauttamaan hänet hänen
vaimostaan, niin, kuten sanotaan, rahojen takia! Cabuchelta lienee
saatu pois presidentti Grandmorinin kello. Muistattehan, se oli hän,
joka murhattiin vaunussa puolentoista vuotta takaperin. Siispä
asetettiin tämä murha yhteyteen tuon vanhan kanssa ja siitä on
sukeutunut koko juttu. Minä en voi sitä selittää, mutta
sanomalehdessä oli pari paistaa koko asiasta.

Jacques oli hajamielinen, eikä näyttänyt edes kuulevan mitä hän

sanoi. Hän mutisi:

— Mitä hyödyttääkään harkita sitä. Koskeeko se meihin?… Ellei

oikeus tiedä mitä se tekee, niin se ei ole meidän asiamme.

Sitten lisäsi hän, kalpein poskin ja tuijottaen kauvas pois.

— Mutta tuota vaimoraukkaa vaan tulee sääli. Onneton, onneton

hän.
 — Jos joku rohkenisi koskea minun vaimooni, virkkoi Pecqueux
kiivaasti, niin minä totta totisesti kuristaisin heidät molemmat. Sitten
saisivat toiset huvitelleida lyömällä minulta pään poikki. Se olisi
minusta yhdentekevää.

Nyt syntyi vaitiolo, ja Philomène, joka jälleen kaatoi laseihin, oli

virnistelevinään ja kohauttavinaan olkapäitänsä. Mutta hänen
mielensä oli hyvin liikutettu ja hän vilkuili häneen. Hän laiminlöi
itseään nykyjänsä paljon ja oli sangen likainen ja repaleinen, sitten
kun Victoire eukon, josta oli jalan taittumisen kautta tullut raajarikko,
oli täytynyt luopua paikastaan Pariisin rautatieaseman
naistenhuoneessa ja hänet oli otettu erääseen sairaskotiin. Nyt ei
hän enään voinut äidillisellä anteeksiantavaisuudellaan pistää hänelle
lantteja ja pitää häntä ehjänä ja siistinä, koska hän ei tahtonut, että
tuo Havressa oleva syyttäisi häntä siitä, ett'ei hän pitäisi huolta
miehestään. Philomène, joka nyt oli mieltynyt Jacquesin siistiyteen ja
hienoon näköön, tunsi vastenmielisyyttä häntä kohtaan.

— Vääntäisitkö sinä niskat nurin Pariisissa olevalta vaimoltasi?

kysyi hän morakasti. Ei kai sinun tarvitse peljätä, että kukaan ottaa
hänet pois sinulta.

— Häneltä tai joltakin muulta! mutisi Pecqueux.

Mutta, Philomène joi ja rupesi leikkisän näköiseksi.

— Niin, maljasi! Ja jätä minulle vaatteesi, niin minä pesen ja laitan

ne, sillä nykyään et sinä tosiaankaan tuota meille kumpaisellekaan
kunniaa… Maljanne, herra Jacques!

Jacques vapisi, ikäänkuin olisi hän unesta herännyt. Vaikka hän oli
täydellisesti vapaa kaikista omantunnontuskista ja päinvastoin tunsi
lievitystä ja ja ruumiillista hyvinvointia, näyttäytyi hänelle Séverinen
kuva, ja hänen hellä, tunteellinen luontonsa tuli kyyneliin saakka
liikutetuksi. Hän joi maljoja ja kiiruhti sanomaan jotakin, sillä
salatakseen levottomuutensa.

— Me saamme sodan, kuten tiedätte.

— Se ei ole mahdollista! huudahti Philomène. Kenen kanssa

sitten?

— Preussilaisten kansa. Niin … joku heidän prinsseistään tahtoo

päästä Espanjan kuninkaaksi. Muusta ei eilen ollut puhetta
kamarissa.

Silloin Philomène tuli pahoille mielin.

— Oh, siitäpä vasta tulee hauskaa! Ikäänkuin ei vaaleissa ja

Pariisin katumellakoissa jo olisi ollut tarpeeksi rähinää. Jos syttyy
sota, niin se kaiketi ottaa meiltä kaikki miehet?

— Oh, me pääsemme vapaiksi, sillä eihän voitane ottaa väkeä

rautatieltä. Mutta joukkojen kuljetuksesta ja muonituksesta syntyy
hämminkiä. Mutta tietysti täytyy tehdä velvollisuutensa.

Näin sanoen nousi hän ylös, kun hän huomasi, kuinka Philomène
vihdoin oli salaa pistänyt toisen jalkansa hänen jalkansa alle, ja
Pecqueux näki sen ja sai veren kasvoihinsa ja alkoi pujoa nyrkkiään.

— Nyt lienee meidän aika lähteä ja mennä maata!

— Niin, se on parasta, änkytti lämmittäjä.

 Hän tarttui Philomènen käsivarteen ja likisti sitä niin kovasti, että
se olisi voinut mennä poikki. Philomène pidätti tuskanhuudon ja
tyytyi kuiskaamaan veturinkuljettajan korvaan, toisen raivoisasti
tyhjentäessä lasinsa:

— Varo itseäsi, hän on oikea peto, kun hän on juonut.

Nyt kuului raskaita askelia rappusista ja Philomène peljästyi.

— Se on veljeni! — kiiruhtakaa, kiiruhtakaa!

He eivät olleet ehtineet kahtakymmentä askelta talosta, ennen kun

kuulivat korvapuustien äänen, jota seurasi ulvonta. Philomène sai
tuntuvan kurituksen, ikäänkuin olisi hän ollut pieni tyttö, joka oli
yllätetty nenä hilloastiassa. Veturinkuljettaja pysähtyi ja valmistautui
menemään hänen avuksensa. Mutta lämmittäjä pidätti hänet.

— Koskeeko se teihin?… Jospa hän voisi lyödä tuon lutkan

kuoliaaksi!

Rue Francois-Mazelinin varrella menivät Jacques ja Pecqueux

levolle, sanomatta sanaakaan toisillensa. Heidän ahtaassa
huoneessaan heidän vuoteensa melkein koskettivat toisiinsa ja he
makasivat kauvan valveilla avoimin silmin ja kuuntelivat toistensa
hengitystä.

Seuraavana maanantaina piti oikeudenkäynnin Roubaudin

murhajutusta alkaa Rouenissa. Siitä näytti tulevan suuri riemuvoitto
tutkintotuomari Denizetille, sillä lakimiesmaailmassa ei tahdottu
ollenkaan lakata lausumasta kiitossanoja siitä tavasta, jolla hän oli
johtanut tämän sotkuisen ja salaperäisen asian selvittämistä. Se oli
mestariteos, sanottiin, hieno analyysi, totuuden loogillinen
rakennelma, sanalla sanoen todellinen taideteos.

Saavuttuaan itse paikalle, Croix-de-Maufrasiin, muutamia tunteja

Séverinen murhan jälkeen, vangitutti hän Cabuchen. Kaikki osoitti
hänet ilmeisesti murhaajaksi: veri, joka virtaili hänen ympärillään ja
Roubaudin ja Misardin musertavat todistukset, jotka kertoivat, kuinka
he olivat yllättäneet hänet seisomasta yksinään ja hämmentyneenä
ruumiin ääressä. Ahdistettuna kysymyksillä miksi ja kuinka hän oli
tullut huoneeseen, alkoi hän sammaltaa juttua, jonka tuomari
vastaanotti kohauttamalla olkapäitään, koska se tuntui hänestä siinä
määrin lapselliselta ja mielettömältä. Hän oli sitä odottanut. Se
kummitteli aina ja oli aina kaltaisensa mielikuvituksen synnyttämine
murhaajineen, tekaistuine rikoksellisineen, jonka todellinen
rikoksellinen sanoi kuulleensa pakenevan pois pimeiden nummien yli.
Tuo matkustaja olisi nyt kaukana tipotiessään, jos hän vielä jatkaisi
juoksemistaan. Mutta kun häneltä kysyttiin, mitä tekemistä hänellä
oli siihen aikaan päivästä talon edustalla, joutui Cabuche hämilleen
ja kieltäytyi vastaamasta ja selitti lopuksi, että hän oli ollut ulkona
kävelemässä. Olihan lapsellista lausua jotakin tuollaista. Kuinka
muuten voitaisiinkaan uskoa tuota salaperäistä tuntematonta, joka
murhan tehtyään oli paennut, jättäen kaikki ovet auki jälkeensä ja
tutkimatta mitään huonekalua tai ottamatta edes ainoatakaan
nenäliinaa mukaansa? Mistä hän olisi tullut ja mitä syytä olisi hänellä
ollut tehdä tuo murha?

Jo tutkimuksen alussa oli tuomari kuitenkin saanut tiedon

murhatun ja Jacquesin välisestä suhteesta ja oli hyvin kärkäs
saamaan tietää, kuinka tämä viimeksimainittu oli viettänyt aikansa.
Mutta paitsi sitä, että syytetty itse tunnusti seuranneensa Jacquesia
neljän ja neljäntoista-junalle Barentiniin, vakuutti Rouenin