Phronesis, Intuition, and Deliberation in Managerial Decision-making: Results of a global survey (with Frithiof Svensson, Fatih Cetin, Marcus Launer) (original) (raw)
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Intuition and managerial decision-making
Human Affairs, 2017
The study examines new possibilities for recognising and understanding intuitive managerial decision-making, which is increasingly discussed in relation to the theory of management. Managers make decisions in organisations which have been undergoing transformation related to societal changes. Managerial decision-making is still understood as a purely rational action. Let us suppose that managers are able to entirely rationally calculate inputs and outputs, or the consequences, of their actions, and always do so to achieve set goals. Managers are expected to decide quickly, and this increases the probability of errors occurring. Therefore, intuition derived from knowledge, experience and emotions is now taking precedence over rationality.
Business Research, 2019
Intuition can lead to more effective decision-making than analysis under certain conditions. This assumption can be regarded as common sense. However, dominant research streams on intuition effectiveness in decision-making conceptualize intuition inadequately, because intuition is considered either detrimental or as a form of analysis. Current findings in general intuition research show that intuition is a holistic form of information processing that is distinct from analysis and can be superior in some cases. To reconcile this mismatch, this article first critically assesses dominant conceptions on intuition effectiveness and then offers a re-conceptualization that builds on current findings of general intuition research. Basically, the article suggests the structuredness of the decision problem as the main criterion for intuition effectiveness, and proposes organization information processing theory to establish this link conceptually. It is not the uncertainty but the equivocality of decision problems that call for an intuitive approach. The article conclusively derives implications for further research and discusses potential restrictions and constraints.
Domain-specific preferences for intuition and deliberation in decision making
Journal of Applied Research in Memory and Cognition, 2015
There is evidence for reliable individual differences in the tendency to use an intuitive (i.e., spontaneous, affect-based) and a deliberative (i.e., effortful, planned, and analytic) decision mode. Even though other individual characteristics in decision making (e.g., risk attitude) seem to be domain-specific, it is commonly assumed that a person's decision style is relatively stable across decision domains. Using a domain-specific extension of the Unified Scale to Assess Individual Differences in Intuition and Deliberation (USID), we found that preference for intuition and preference for deliberation showed considerable variability across domains (e.g., choosing a dress vs. choosing a doctor). In addition, domain-specific preferences for intuition were consistently correlated with self-rated expertise in making decisions in the respective domain. Our results indicate that a person's domain-general decision style does not necessarily generalize across decision domains, and that the domain-specificity of preferences for intuition seems to be driven partly by differences in expertise.
EXPLORING INTUITION AND ITS ROLE IN MANAGERIAL DECISION MAKING
We review and reconceptualize "intuition," defining intuitions as affectively charged judgments that arise through rapid, nonconscious, and holistic associations. In doing so, we delineate intuition from other decision-making approaches (e.g., insight, rational). We also develop a model and propositions that incorporate the role of domain knowledge, implicit and explicit learning, and task characteristics on intuition effectiveness. We close by suggesting directions for future research on intuition and its applications to managerial decision making.
International Journal of Organizational Analysis, 2023
Background The decision-making process of organizational agents has been investigated by management and organizational scholars due to its central role in influencing the operations and performance of organizations. In particular, since the emergence of the disrupting concept of bounded rationality (Simon, 1947)that questioned the previously dominating assumption of perfect rationalityscholarly interest has moved toward understanding the deviations of the human mind from logical and rational choice paths (Cristofaro, 2017). Prolific have been works investigating the role of intuition (
Intuition in Organizations: Implications for Strategic Management
Long Range Planning, 2009
Recent advances in social cognitive neuroscience and related fields have rejuvenated scholarly research into intuition. This article considers the implications of these developments for understanding managerial and organizational decision making. Over the past two decades, researchers have made considerable progress in distinguishing intuition from closely-related constructs such as instinct and insight and the interplay between these non-conscious forms of cognition and explicit reasoning processes is now better understood. In the wake of significant theoretical and methodological convergence centred on dual-process theories of reasoning, judgment and social cognition, supported by functional magnetic resonance imaging (fMRI) studies, several of the foundational assumptions underpinning classic theories and frameworks in strategic management and entrepreneurship research are being called into question. Old models based on a simplistic left brain/right brain dichotomy are giving way to more sophisticated conceptions, in which intuitive and analytical approaches to decision making are underpinned by complex neuropsychological systems. In the light of these advances, the authors offer their reflections on what this all means for the assessment, development and management of intuition in the workplace.
2015
The present study reviewed the literature based on a century of the theoretical and empirical work on decision making styles. Both in theory and research, the traditional trends limited the decision makers to either rational or intuitive strategies in decision making. Limited amount of literature emphasized on both rationality and intuition in decision making until in the recent decades when some researchers emphasized the use of mixed strategies in decision making. Thus the present study illustrates the importance of combining the rational and intuitive style and using a mixed-style in decisional scenarios. Thus the rational-intuitive and the intuitiverational style double the benefits as both styles have some shared and some other unique qualities which maximize the outcomes when used in connection. Finally, the present study suggests a transition from uni-style tradition to mixed style decision making.
THE ROLE OF INTUITION AND DECISION MAKING IN PUBLIC ADMINISTRATION
Juridical Current, 18(2)., 2015
Intuition is the most subtle tool of knowledge that comes even from within it. Intuition does not require external information to its knowledge, it transcends the limitations of the senses and conscious mind using the operating levels of the mind and levels of reality. By developing consciousness (increase lucidity, attention and power of concentration) and keeping the balance of the mind, we may develop intuitive skills, which are so necessary for the transformational and quantum leadership style. The importance and the existence of intuition are scientifically proven by specialists in neuroscience and researches in quantum Physics, too. The paper aims to identify ways / techniques to develop intuition that is lying dormant in each of us. The article highlights the need, role and importance of using intuition, especially in the decision-making process, when empirical evidence and logical reasoning type are not sufficient or logical decision is difficult.