Role of intuition in decision making Referring to Bacon (2013) in the journal article “Intuitive intelligence in leadership” states that he role of intuition in decision making is important. A manager uses it oftentimes for quick and fast decisions. It is merely known, perceived, understood or believed by instinct. It is the individual’s feelings, nature or routine. When guided by experience with a previous pattern, these responses could be considered the result of intuition Bacon (2013). Gordon as used in Bacon (2013) states that intuitive intelligence may be the most powerful protection for company decision making. Bacon (2013) states that, the more creative an individual is chance is that he or she has a better understanding. Bacon (2013) …show more content…
It’s a learned skill, and the more you use it, the more reliable it become” p. 27 As Bacon (2013) further added that an Intuition can be practice to develop better chances, start a plan; come up with solution for every problem. In addition Matzler, Uzelac, and Bauer, (2014) referring to the article journal “The Role of Intuition and Deliberation for Exploration and Exploitation Success” states that during the older days intuition is connected with super natural powers, now it’s said to be more on the way human thinks, make a decision and being creative. Hodgkinson et.al, (2009) as cited in Matzler, et al. (2014) defines Intuition as: “A feeling of knowing, but don’t know the reason why.”p.252 Intuition is how we perceived things often times we are unaware of it (Hodgkinson et.al, 2009). In the past years, research in management and practice have dramatically accepted the importance of intuition (Matzler, Bailom & Mooradin, 2007; Saddler-Smith, 2008).cf. Klein, 1998; Kahneman & Klein, 2009 as cited in Matzler, et al. (2014) states that how people make a decisions depends on the situation such factor is time pressure, but contrary to that decision making still depends on individual preferences (Epstein et al, 1996; Betsch, 2004; Epstein, …show more content…
Furthermore, Hodgson and Drumond (2009) as cited in Francis-Smythe, et al. (2013) argues that some managers focuses only to one solution and incorporating them to different situations believing that every situation is the same. Hodgson and Drumond (2009) continues that some managers over commit to one problem for a longer period of time forgetting other important things to be done. So they rush and make urgent decisions without evaluating it. Another reason why managers made wrong decisions is that some incidents are unusual or evidences and facts are not complete during evaluation. Managers also used their past personal experiences in dealing with difficult situation believing that it will also resolve their current situation Francis-Smythe, et al.
It has been noted from the text that our perception influences the thinking and decisions we make. It shows that choices differ because of the different understanding that individual have. In addition, our intuition is essential and at many times it provides us with guidance on how to make decisions. However, we can see that this intuition can be misleading at times and therefore the best thing is to evaluate the available evidence before making decisions. In my view decision making tends to have disciplinary across individuals. The best thing can be is to take time and individuals should not rush when it comes to making critical decisions. It is because of the outcomes that might be expected in the
Pearsosn, H. (2013). Science and Intuition: Do both have a Place in Clinical Decision Making?
As a manager do you feel the need to make instinctive decisions or strategic decisions based on planning?
Imagine you are holding interviews to fill an important position at your company. The next person you are about to interview looks impeccable on paper and has all the credentials you are looking for, but as soon as that person walks through the door you suddenly get a gut feeling that this person is not the right person for the job. Based on intuition alone, without even interviewing the applicant, you cannot hire this individual. This is what is known as thin slicing. Malcom Gladwell describes thin slicing as, “the ability of our unconscious to find patterns in situations and behavior based on very narrow slices of experience” (Gladwell 2013, p. 23). Gladwell’s definition explains the reasoning behind that “gut” feeling you just had about the candidate, it was your unconscious telling you that something was not quite right. Thin slicing can be useful in many situations but can also be misleading, which is why it can
Intuition is another aspect which defines me. The intuitive nature allows me to take decisions based on what I assume or think. This may not be supported by facts, but in most cases such decisions turns out to be the right ones. As a leader, I have been relying too much on intuition alone. Though it is necessary and has proven to be effective at times, this irrational thinking which lacks empirical support may end up causing a failure to a group activity. In some vital groups which I may become a leader, a small failure could cause the team mates, members or subordinates to lose their trust in me.
Something we learn over time becomes automatic and starts to become instinctual. I think that instinct also evolves into our intuition, the reactions that come from our quick conclusions. Our intuition is often so quick and irrational, that it can often leave us astray. Rita Mae Brown stated, “Intuition is a suspension of logic due to impatience,” to clearly explain the limits of intuition. Often, intuition is a filler for all the holes knowledge leaves us with. It jumps so quickly that sometimes we became wrong and make a mess of things. People associate intuition with a gut feeling with people; you can just sense when there is something off or if something is going on with someone. There is often no evidence to show such, but we trust it
Decision making plays a central role in management; for some people, management is decision making. However, there are good and bad decision makers in every culture. Good decision makers in every culture are those who learn not only to cope with the ambiguity and uncertainty of reality, but to thrive on it. Historically, managers were able to successfully base their decisions solely on their own experience and their own culture; today such a circumscribed domestic perspective no longer works.
Insight is a term that is derived from Middle English expressions such as “inner sight, mental vision, [and] wisdom” (“Insight,” n.d.). According to the Oxford Dictionaries, the technical term for insight is “the capacity to gain an accurate and deep intuitive understanding of a person or thing” (“Insight,” n.d.). Insight is gravely important in regards to problem solving and creative thinking. It is indeed a concept that holds much value in the psychological community and is said to be “essential” to creative thinking (Qinglin, Jiang, & Guikang, 2004). The essence of the phrase ‘insight problem solving’ can be further explained as when a “problem solver fails to see how to solve a problem and then – ‘aha!’ – there is a sudden realization how to solve it” (Jones, 2003). When referring to insight, it is not that the problem solver received a miraculous idea from out of nowhere; the problem solver simply had a brief moment where he or she was completely unaware as to how a solution can be found. Therefore, “the problem solver was competent enough to accomplish the task to begin with” and they simply needed a moment to come up with a solution (Jones, 2003). Moreover, that is where the research and questions in regards to insight play a vital role in the cognitive field of psychology. The question that insight brings to light is, what happens in the mental process of an individual who becomes “stuck” and suddenly they gain insight and are able to create a solution (Jones, 2003)? As one can see, insight is a concept that is significant in cognitive psychology.
Managers should be ready to teach the importance of decision-making skills and reinforcing organizational policy. Avoiding hasty, careless decisions, which can have devastating results on the manager's unit or the entire organization. Decisions made with forethought, using the many managerial tools available will lead to better and more profitable operatio...
...s go about making judgments and choices. Both theories play an intrinsic role with behavioral decision making and have proven to be successful approaches for management (Shanteau, 2001).
Individuals make economic decision based on a variety of reasons. The rational is based on each individual’s need or desire for a commodity. People go through several decision-making processes before making the final decision and are often not conscious of the process. Obviously, decision- making covers a wide area, involving virtually the whole of human action. Often people are not conscious of the process.
Humans are constantly making decisions during their daily life. According to Huffington Post, an average person makes around 35,000 decisions per day. From choosing which shirt to wear to important life decisions that have long-lasting effects, the decision-making process is very complex. There are mainly two types of decision-making methods. The first method is using intuition, which is taking a decision with one’s “gut” feeling or what it seems to be right without thinking about it logically. The second way of taking a decision is through reason, which carefully analyzing all the data and using logic to conclude to a decision, which is the go-to method when taking important lifelong decisions. Different areas of the brain are responsible
By definition, intuition is the inherent ability to connect with one's inner self. It seems as if as time goes by, intuition is thought of less. This is likely due to the lack of education and understanding of this peculiar ability. Yet some people believe that everyone has intuition. Few people actually experience it. Many dismiss the fleeting hunches and gut-feeelings as coincidence. Those who do believe in the intuitive powers of the mind think it comes in many different forms. For example, a stressful situation may cause one to become frantic and worried. As if they "know" everything will work out, another person may handle that situation differently. That is what believers feel is a natural ability derived from instinct.
Making decisions is really much more complicated than it seems. When I make decisions, my Id, Ego, and Superego decide my fate. Unfortunately for me, my Id wins far too often, as I often do not study enough. Other personality traits, such as my tendency to over-think and analyze too many things, also play a role. This can influence my other behaviors by making me seem cold and distant with others because I’m too busy thinking. My self-concept is also important.
Rational decision making is one of the most common problem solving methods and can be used to solve almost all problems. Rational decision making and problem solving processes can be explained in a logical manner. Effective leaders use rational decision making processes to identify the problem, think up solutions, evaluate alternatives along with select a solution, implement and evaluate the final solution. In rational decision making leaders analyze the problem to achieve the most efficient choice through different possible alternatives from different scenarios before making a selection.