Jung and Intuition examines for the first time the twelve categories of intuition described in both the works of C. G. Jung and the post-Jungians. Nowhere, other than in Jung's own work, has intuition been more fully treated. Each form of intuition is critically explained in the historical context of its appearance and located in one of the four spheres of Jung's psychology: the unconscious, the subconscious (Unterbewusste, consciousness, and Jungian and post-Jungian practice. This work brings Jung's entire psychology in all its depth from 1896 to its contemporary use into greater clarity for both professionals and lay readers. The author persuasively shows that intuition is at the heart of Jung's psychology. It is central to his concept of the archetypes as well as to his understanding of the subconscious and the active imagination. It also involves both clinical and philosophical approaches, as powerfully demonstrated by his pioneering work at the Burgholzli Klinik in Zurich.

Jung was intrigued from early in his career with coincidences, especially those surprising juxtapositions that scientific rationality could not adequately explain. He discussed these ideas with Albert Einstein before World War I, but first used the term "synchronicity" in a 1930 lecture, in reference to the unusual psychological insights generated from consulting the I Ching. A long correspondence and friendship with the Nobel Prize-winning physicist Wolfgang Pauli stimulated a final, mature statement of Jung's thinking on synchronicity, originally published in 1952 and reproduced here. Together with a wealth of historical and contemporary material, this essay describes an astrological experiment Jung conducted to test his theory. Synchronicity reveals the full extent of Jung's research into a wide range of psychic phenomena. This paperback edition of Jung's classic work includes a new foreword by Sonu Shamdasani, Philemon Professor of Jung History at University College London.

Explains the model of psychological types elaborated by C.G. Jung. -- Back cover.

How "Aha!" really happens. When do you get your best ideas? You probably answer "At night," or "In the shower," or "Stuck in traffic." You get a flash of insight. Things come together in your mind. You connect the dots. You say to yourself, "Aha! I see what to do." Brain science now reveals how these flashes of insight happen. It's a special form of intuition. We call it strategic intuition, because it gives you an idea for action-a strategy. Brain science tells us there are three kinds of intuition: ordinary, expert, and strategic. Ordinary intuition is just a feeling, a gut instinct. Expert intuition is snap judgments, when you instantly recognize something familiar, the way a tennis pro knows where the ball will go from the arc and speed of the opponent's racket. (Malcolm Gladwell wrote about this kind of intuition in Blink.) The third kind, strategic intuition, is not a vague feeling, like ordinary intuition. Strategic intuition is a clear thought. And it's not fast, like expert intuition. It's slow. That flash of insight you had last night might solve a problem that's been on your mind for a month. And it doesn't happen in familiar situations, like a tennis match. Strategic intuition works in new situations. That's when you need it most. Everyone knows you need creative thinking, or entrepreneurial thinking, or innovative thinking, or strategic thinking to succeed in the modern world. All these kinds of thinking happen through flashes of insight--strategic intuition. And now that we know how it works, you can learn to do it better. That's what this book is about. Over the past ten years, William Duggan has conducted pioneering research on strategic intuition and for the past three years has taught a popular course at Columbia Business School on the subject. He now gives us this eye-opening book that shows how strategic intuition lies at the heart of great achievements throughout human history: the scientific and computer revolutions, women's suffrage, the civil rights movement, modern art, microfinance in poor countries, and more. Considering the achievements of people and organizations, from Bill Gates to Google, Copernicus to Martin Luther King, Picasso to Patton, you'll never think the same way about strategy again. Three kinds of strategic ideas apply to human achievement: * Strategic analysis, where you study the situation you face * Strategic intuition, where you get a creative idea for what to do * Strategic planning, where you work out the details of how to do it. There is no shortage of books about strategic analysis and strategic planning. This new book by William Duggan is the first full treatment of strategic intuition. It's the missing piece of the strategy puzzle that makes essential reading for anyone interested in achieving more in any field of human endeavor.

First published in 1989. As a young man growing up near Basel, Jung was fascinated and disturbed by tales of Nietzsche's brilliance, eccentricity, and eventual decline into permanent psychosis. These volumes, the transcript of a previously unpublished private seminar, reveal the fruits of his initial curiosity: Nietzsche's works, which he read as a student at the University of Basel, had moved him profoundly and had a life-long influence on his thought. During the sessions the mature Jung spoke informally to members of his inner circle about a thinker whose works had not only overwhelmed him with the depth of their understanding of human nature but also provided the philosophical sources of many of his own psychological and metapsychological ideas. Above all, he demonstrated how the remarkable book Thus Spake Zarathustra illustrates both Nietzsche's genius and his neurotic and prepsychotic tendencies. Since there was at that time no thought of the seminar notes being published, Jung felt free to joke, to lash out at people and events that irritated or angered him, and to comment unreservedly on political, economic, and other public conerns of the time. This seminar and others, including the one recorded in Dream Analysis, were given in English in Zurich during the 1920s and 1930s.

Psychological type systems such as the Myers-Briggs® are incredibly useful in helping people to improve their self-awareness and awareness of others. However the current models do not explain how well somebody uses their type, why two people of the same type can differ greatly in their effectiveness, or how we can maximise the potential of our type? The ‘Shadows of Type’ model provides the answers to these questions by placing psychological type back into its original Jungian context, ‘upgrading’ this to set it within the psychosynthesis model, and then combining it with ego development theory. This leads to detailed descriptions of the 16 psychological types through seven levels of ego development. Using the suggested coaching techniques and applications, individuals can gain more insight into how they are using their type and the traps that they can fall into, and coaches are enabled to work with psychological type developmentally, transformationally and transpersonally.