
Better than a summary
Visual Intelligence summary
Amy E. Herman
Sharpen Your Perception, Change Your Life
- 19 mins
- 5 Key ideas
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Visual Intelligence reveals how enhancing our observational skills can profoundly impact decision-making and problem-solving. Amy E. Herman demonstrates how improved visual perception aids in better understanding and navigating complex professional and personal environments.
Visual Intelligence
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Key ideas in Visual Intelligence
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Key idea 1 of 5
Seeing is not the same as observing
The entrepreneur and humanitarian Derreck Kayongo once noticed something in a hotel room that millions of travelers before him had overlooked. He observed that a fresh bar of soap had been swapped in for the barely touched one he'd left the night before. Curious, he went down to the front desk to ask what had happened to the old bar.
The answer stunned him. He discovered that staff replaced the soap in every room, every day, and dropped the used bars straight into the trash. Kayongo, who'd grown up without steady access to soap, couldn't get the thought out of his head. He decided that something should be done, and began collecting, disinfecting and redistributing hotel soap to communities that needed it. Eventually he built this into a charity that’s reached people across dozens of countries.
Kayongo’s actions weren’t the result of special powers. He just noticed something everyone else walked past. He noticed what matters. The good news is that anyone can do this. The ability to see what matters isn't rare or fixed. Your brain processes far more than your eyes ever take in, and with the right training, you can teach it to notice more and interpret what it finds more accurately.
So, let’s start now with this training and the first of our four skills. It’s learning to Assess what's in front of you before you do anything else with it.
Assessing well starts with knowing the difference between seeing and observing. Seeing happens automatically, whether you're paying attention or not. Observing means noticing consciously, with intent. A classic example of this comes from the work of Arthur Conan Doyle. In one story, Sherlock Holmes makes the distinction to Dr. Watson by pointing out that Watson had gone up his staircase more times than he could count, yet never registered how many steps it had. In other words, he'd seen them but he hadn't observed them.
The gap between observing and seeing exists because your brain can't process everything in front of you at once. Faced with this overwhelming amount of data, it filters out whatever it decides isn't relevant. Psychologists call this inattentional blindness, and you can see it everywhere. For example, in one famous video, people are asked to count how many times a group of people pass a basketball. As they intently focus only on the ‘relevant’ information, around half will fail to notice a person in a gorilla suit walk straight through the middle of the action, even when the gorilla stops to beat its chest. Radiologists searching lung scans for cancerous nodules do no better; in one study when they’re shown a scan with a small gorilla image hidden inside it, most miss that too.
None of this means your eyes – or indeed, your brain – are broken. It means observation, like any skill, has to be practiced deliberately before it becomes automatic. But noticing accurately is only half the job of assessing well. Two people standing side by side can look at the exact same scene and walk away with two entirely different accounts of what happened. Let’s find out how in the next chapter.
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What is Visual Intelligence about?
Visual Intelligence (2016) teaches you how to observe more carefully, question your assumptions and communicate what you find with precision. It shows how these skills can prevent costly mistakes and reveal opportunities that would otherwise go unnoticed. Whether you want to read a room, a relationship or a crisis, you’ll come away with a practical method for turning sharper observations into better decisions.
Who should read Visual Intelligence?
- Professionals who rely on careful observation
- Writers and speakers aiming for precision
- Decision-makers working with incomplete information
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