1,721,016 research outputs found
Integrating reason and intuition: An integrative approach to objectivizing subtle cues
Get PDFThis chapter shows that decision-making involves interactions between reason and intuition. It explains how several subtle cues, when integrated, lead to a holistic, coherent understanding of what happens when decision makers act in a context that is not conditioned but creates room for natural stimuli. The emergence of subtle cues influenced by internal enablers can be trained by the organization, but these cues may need a long period of time to have an impact and they may be dependent on individual factors, such as personalities, attitudes, worldviews, and background. The term intuition is derived from the Latin intueri, which means “to look upon.” There are various strategies to cope with the subtle cues. A person may be triggered by earlier cues which may be stored somewhere in the memory and which may lead to new cues. The concept of multilevel, dynamic, holistic perception can be described as two concentric circles in an iterative, dynamic interaction process
Training Intuition: Challenges and Opportunities
No full textThis chapter informs the important debate by examining the conceptual work on educating, training and enhancing intuition in laboratory and field settings to identify the most promising methods of intuition development and to suggest future research directions. It identifies educational and training methods with a focus on the ‘brain’ (i.e., the cognitive aspects) and the ‘body’ (i.e., the affective, interoceptive, sensory, somatic and visceral aspects) that show the most promise and suggest designs for future study that have the greatest potential to move the field forward. Every person experiences intuition differently—for example, while some people are sensitive to cognitive feelings, others are more sensitive to bodily feelings. Coaches can also remind managers that they need to have a healthy scepticism towards, as well as an informed awareness of, the use of intuition in decision-making and problem-solving. Intuition is important for decision-making and has the potential to both help and hinder our judgements.No Full Tex
Teaching an Applied Expert Systems Course: A Content Outline
Get PDFAs expert systems become more commonplace in the business curriculum, it is helpful to learn from others in teaching the expert systems course. Over the past ten years, the author has been teaching an Applied Expert Systems course in the School of Business and Public Management at George Washington University. This paper shares some of the lessons learned from these experiences in terms of administrative-, content-, and project-related issues and considerations associated with teaching the expert systems course
Intuition, Analysis and Sensemaking : How to Select Ideas for Innovation
No full textThe role of idea screening is to identify promising ideas and select the most qualified ones to proceed into the NPD process. Equally important is understanding which ideas should be avoided to prevent potential failures and avoid unnecessary expenditure of resources. During intuitive decision-making, experts may favor the familiar over the new and may factor personal affection into the decision. Thus, in the context of screening ideas for innovative products, relying entirely on intuition may be risky since the task might require decision-makers to identify radical innovations and look outside of their own comfort zone. Sensemaking is a process that enables people to develop plausible meanings and take actions based on that meaning making. In idea screening, sensemaking can occur when a person struggles to understand an idea or how to proceed with screening. Instead, generative screening can be used by organizations when the intent is to explore new opportunities, use raw ideas as triggers for inspiration.peerReviewe
Turning Intuition into Managerial Simple Rules
No full textThis chapter addresses the limitation and proposes simple rules heuristics as natural vehicles to encode, use, test, refine, store, and share managerial knowledge that arises intuitively. It describes how managers naturally capture, test, store, and share their intuitions by turning them into simple rules. Managers create the simple rules heuristics by making sense of the unexpected failures. Normally, a sense-making process consists in scanning for pre-existing heuristics to explain and solve a puzzle. Simple rules heuristics, born from intuition and shaped through reflection, are often used exclusively by the individual manager. The framework aims to catalyze, during discussions, the three insights: what was the false assumption that led to the respective negative situation, what is true instead, and how should operationalize this new understanding. The chapter concludes by discussing how managerial intuition can be trained to purposefully produce the simple rules.</p
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