Decision and intuition during organizational change (original) (raw)
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Decision and Intuition during Organizational Change: An Evolutionary Critique of Dual Process Theory
The Bottom Line
Purpose The purpose of this paper is to review intuition in the context of organizational change. The authors argue that intuition as a concept requires attention and its formulation is necessary prior to its application in organizations. The paper provides a critique of dual process theory and highlights shortcomings in organization theorizing of intuition. Design/methodology/approach The paper is conceptual and provides in-depth theoretical discussions by drawing from the literature on decision and intuition in the context of organizational change. Findings Investigating whether dual process theory is sufficiently clear, the authors found ambiguity. Specifically, the current definition provided by Dane and Pratt is not clear in terms of its four sections: the consciousness of non-conscious processing, involving holistic associations, that are produced rapidly, which result in affectively charged judgments. Finally, the authors note that the evolutionary perspective is missing and ...
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.
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.
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.
Towards the Integration and Contextualisation of Perspectives on Managerial Intuition
Purpose of the research/paper: The ultimate aim of the paper is to provide a conceptual framework within which future research into the context and use of intuition in organisational environments can proceed. Keywords: Intuition, leaders, managers, decision-making context Category of paper: Literature review, research proposal, theoretical framework Methodology: Literature review, theoretical analysis Findings: Despite the increase in interest and research concerning intuition in the last few decades, a critical review of the literature reveals vague, multifarious, confusing, contradictory and sometimes paradoxical definitions and findings across a range of disciplines. This is partly due to the complexity of the phenomenon and its elusive nature, but also because few studies adopt an integrative approach. To address this problem, we present a conceptual framework for approaching the study of intuition, which interrogates and integrates the various disciplines culminating in a model of judgement and decision making that synthesises perspectives. We highlight the paucity of research focusing on the context and circumstances that surround the use of intuition by leaders and managers and, through a discussion of their impact, argue for a future research agenda. Implications for theory and research: The findings have important implications for judgment and decision making theory and research in managerial and other contexts. Value of the paper: The paper will be of interest to academics and researchers. Number of pages: 21 Number of tables/figures: 7 Section headings: Introduction, Perspectives on intuition, Contemporary psychological constructions of intuition, Reconciling the philosophical and the psychological, Intuition in relation to analysis, Context and perceptions of intuition, Conclusions and future research
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.
Intuition's Role in Making Decisions
Competitive Intelligence Magazine, 2007
Typically, managers assume better decisions are a matter of combining better inputs with better analysis, leading to better prediction, planning and execution. These assumptions are based on persistent, fundamental misunderstandings about the inputs to decisions, the outcomes from decisions, and the very nature of "deciding."
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.
Understanding Intuition: The Case for Two Forms of Intuition
Management Learning, 2012
Since the recent rejuvenation of intuition research within the management literature, significant work has been done on conceptualizing intuition. Whilst remarkable progress has been achieved concerning many aspects of intuition, the role of intuition in creativity remains comparatively under-researched. Through an extensive review of intuition literature, including but also going beyond the management field, we believe that a reason for this could be that intuition in the management literature is generally conceptualized as judgement. In this paper we aim to extend our understanding of intuition in creativity by distinguishing between intuitive judgment and intuitive insight. Augmenting the literature and further strengthening the case this paper builds off two previous research projects. The first project focuses on presenting a comprehensive set of features of intuition based on the literature and the second builds a conceptual model of knowledge types. Further informing the research presented in this paper is Polanyi’s distinction of focal and subsidiary awareness. These four considerations lead us to propose that there are two distinct kinds of intuition – intuitive judgement and intuitive insight.